Agenda Document Pack - Cabinet - 29/10/2024
North Ayrshire Council · 29 October 2024
Back to Cabinet — 29 October 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet A Meeting of the Cabinet of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Tuesday, 29 October 2024 at 14:30 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the minutes of meeting of the Cabinet held on 1 October 2024 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). Reports by the Chief Executive 3 Treasury Management and Investment Mid-Year Report 2024/25 Submit a report by the Head of Finance to provide a Treasury Management update for the period 1 April to 30 September 2024 (copy enclosed). 4 Revenue Budget 2024/25 : Financial Performance to 31 August 2024 Submit a report by the Head of Finance to advise of the financial performance for the Council at 31 August 2024 (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 5 Capital Programme Performance to 31 August 2024 Submit a report by the Head of Finance to advise of progress in delivering the Capital Investment Programme 2024/25 (copy enclosed). Reports by the Executive Director (Communities and Housing) 6 Cost of Living Support Update Submit a report by the Executive Director (Communities and Housing) to provide a further progress report on the response to the cost-of-living crisis (copy enclosed). 7 North Ayrshire Council Community Learning and Development Plan 2024-27 Submit a report by the Executive Director (Communities and Housing) to seek approval of the North Ayrshire Council Strategic Community Learning and Development Plan 2024-2027 (copy enclosed). 8 Proposal for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects (copy enclosed). 9 Urgent Items Any other items which the Chair considers to be urgent. 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Chair: Apologies: Attending: 4
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Cabinet 1 October 2024 IRVINE, 1 October 2024 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Marie Burns, Tony Gurney, Margaret Johnson, Christina Larsen and for consideration of Education Authority Business Elizabeth Turbet and Jacqui McKenzie. In Attendance C. Hatton, Chief Executive; D. Hammond, Executive Director Communities and Housing); C. Cameron, Director; and P. McArthur, Senior Manager (Addictions) (Health and Social Care Partnership); S. Anson, Executive Director; and A. McClelland, Head of Service (Education); M. Boyd, Head of Service (Finance); Russell McCutcheon, Executive Director; L. Kirk, Head of Service; and M. Ritchie (Hunterston, Great Harbour and Tourism) (Economic Development, Growth and Regeneration); and T. Reaney, Head of Service (Neighbourhood Services); D. Mackay, Senior Manager (Waste Resources) (Place); F. Walker, Head of Service (People & ICT); R. Lynch, Senior Manager (Legal) J. Hutcheson, Senior Communications Officer; and H. Young, Senior Committee Services Officer (Democratic Services). Chair Marie Burns in the Chair. Apologies Alan Hill and Shaun Macaulay. 1. Declarations of Interest There were no declarations of interest by Members in terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors. 2. Minutes The Minutes of the Meeting of the Cabinet held on 27 August 2024 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Proposal to Limit P1 Intake at Mayfield Primary School to 25 Children Submitted a report by the Executive Director (Education) providing information on the roll at Mayfield Primary School seeking approval to limit the P1 number to 25 children, for each school session, from the August 2025 intake. The Cabinet agreed to limit the number of P1 children at Mayfield Primary School to 25 for each school session intake. Agenda Item 2 5
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4. Collaborating for Health Equity in Scotland Submitted a report by the Executive Director (Education) providing initial information on our bid to become a participant in the Collaborating for Health Equity in Scotland (CHES) programme and next steps. The Cabinet agreed to note the update and endorse the bid to participate in the programme. 5. Health Performance Information and Update – Drug and Alcohol Services – 2023/24 Submitted a report by the Director (Health and Social Care Partnership) providing (i) an update on the national and local drug and alcohol related targets and standards and performance in North Ayrshire; (ii) information of the ongoing successful implementation of the Medication Assisted Treatment Standards; and (iii) assurance to Members of the performance, actions and service developments being progressed to address the significant challenges for our communities. The North Ayrshire Performance Management Report Alcohol and Drug Services 2023-24 and Medication Assisted Treatment Progress Report 2023-24 were set out at Appendices 1-2, respectively, to the report. Officers responded to Members’ questions and the Cabinet agreed to note the update on performance and improvement actions contained within the report. The following item was subject to the call-in procedure per the Council's Scheme of Administration and will be considered at the 31 October 2024 meeting of the Audit and Scrutiny Committee. 6. Household Waste Recycling Centre (HWRC) Digital Booking System Submitted a report by the Head of Neighbourhood Services seeking approval to implement a digital Household Waste Recycling Centre (HWRC) booking system at all sites. Officers responded to Members’ questions and the Cabinet agreed to the proposal to procure and implement a digital booking system within all Household Waste Recycling Centres (HWRCs) on the mainland and the Isle of Arran. 7. Scottish Government Consultation: Changing the International Territorial Level Geography for Scotland Submitted a report by the Head of Economic Development, Growth and Regeneration seeking approval for the submission of the proposed response to the consultation on Changing the International Territorial Level Geography for Scotland attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the submission of the proposed consultation response provided at Appendix 1 to the report; and (b) note (i) the engagement with Scottish Government officers and Highlands and Islands Regional Economic Partnership to inform the consultation response; and (ii) that responses to the consultation were also submitted by Highlands and Islands Regional Economic Partnership and Highlands and Islands Enterprise. 6
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8. The Great Harbour, Irvine: Phase 1 Coastal Hub Full Submitted a report by the Head of Economic Development, Growth and Regeneration seeking endorsement of the Full Business Case for Phase 1 of the Great Harbour, Irvine, attached at Appendix 1 to the report, and approval for its submission to the Ayrshire Economic Joint Committee. Officers responded to Members’ questions and the Cabinet agreed to (a) endorse the Full Business Case (FBC) provided at Appendix 1 to the report for Phase 1 Coastal Hub of the Great Harbour, subject to feedback from the Scottish Government; and (b) approve the submission of the FBC to the Ayrshire Economic Joint Committee (AEJC). 9. Urgent Items There were no urgent items. The meeting ended at 3:25 p.m 7
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: Treasury Management and Investment Mid-Year Report 2024/25 Purpose: To provide Cabinet with a Treasury Management update for the period 1 April to 30 September 2024. Recommendation: That Cabinet agrees to (a) endorse the contents of the Treasury Management and Investment Mid-Year Report for 2024/25 (Appendix 1); and (b) note the Prudential and Treasury Indicators contained therein. 1. Executive Summary 1.1 The Treasury Management and Investment Strategy and treasury management indicators provide a framework for the Council's treasury activities to ensure the effective control of the risks associated with those activities and the pursuit of optimum performance consistent with those risks. 1.2 This mid-year review report: • provides an update on performance to 30 September 2024; • updates the annual prudential indicators to reflect the latest information available to the Council; • demonstrates that the treasury management activities carried out during the period 1 April to 30 September 2024 have been consistent with the Treasury Management and Investment Strategy 2024/25 and have complied with the treasury management indicators set out in the Strategy. 2. Background 2.1 The Chartered Institute of Public Finance and Accountancy’s Treasury Management in the Public Services: Code of Practice 2021 Edition (the CIPFA Code) requires that Elected Members are provided with regular monitoring reports on treasury management activities. The Treasury Management Strategy for 2024/25 was approved by Council on 28 February 2024. Agenda Item 3 9
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This report is the Mid-Year Report, providing Cabinet with an update on treasury management activities for the period 1 April to 30 September 2024. An annual report on the treasury management activities for the year will be presented to Council following the end of the financial year. These reports ensure that the Council is meeting best practice in accordance with CIPFA's Code of Practice. 2.2 The 2024/25 Mid-Year Report is attached at Appendix 1 and covers: • Prudential and treasury indicators; • Borrowing and associated rates; and • Investments and associated rate of return. 2.3 This report provides an update on performance to 30 September 2024 and the annual prudential indicators to reflect the latest information. It is a statutory duty for the Council to determine and keep under review its approved borrowing limits and prudential indicators. Details within the report demonstrate that, during the period 1 April to 30 September 2024, the Council has operated within the authorised and operational limits and prudential indicators as set out in the Council's 2024/25 Annual Treasury Management Strategy Statement (TMSS). 2.4 The Executive Summary of the Mid-Year Report provides a high level overview of treasury management and performance, with more detail provided in the body of the report. Key points to note are: • changes in the profile of capital projects has had an impact on all of the prudential indicators; • PWLB interest rates have remained relatively steady during the period in both the long and short term. • during the year to date the Council has undertaken £25m Long-term borrowing and £15m Short-term borrowing . The Council continues to utilise internal short- term cash reserves to minimise borrowing costs; and • investment returns are above the target and this is reflective of the higher than anticipated Bank of England base rate which remained steady at 5.25% before reducing to 5% in August 2024. 3. Proposals 3.1 It is proposed that Cabinet (a) endorse the contents of the Treasury Management and Investment Mid-Year Report for 2024/25 (Appendix 1); and (b) note the Prudential and Treasury Indicators contained therein. 10
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4. Implications/Socio-economic Duty Financial 4.1 General Services Capital Financing Costs - the Council budgeted £22.569m for financing costs and expenses on debt for 2024/25. It is currently estimated that actual costs will total £15.560m. This underspend will be transferred to the Loans Fund Reserve in line with the previously agreed policy to support delivery of the capital investment programme. Housing Revenue Account Capital Financing Costs - the Council budgeted £15.034m for financing costs and expenses for debt in 2024/25. It is currently estimated that actual costs will total £13.064m. The main reason for the underspends is the current strategy to utilise cash balances, resulting in savings on external interest costs. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. 11
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5. Consultation 5.1 The Council's treasury advisors, Arlingclose Ltd, were consulted in the preparation of this report. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Treasury Management and Investment Strategy 2024/25 – Council 28 February 2024 12
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Treasury Management and Investment Mid-Year Report 2024/25 13
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2 Contents 1. Purpose 3 2. Executive summary 4 3. Prudential and treasury indicators 6 a. The Council’s Capital expenditure and financing 2024/25 6 b. The Council’s overall borrowing need 7 c. Limits to borrowing activity 8 d. Treasury position at 30 September 2024 9 e. Affordability PIs 13 4. Investment rates in 2024/25 13 5. Investment position for 2024/25 14 6. Review of Loans Fund Advances 15 14
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3 Treasury Management and Investment Mid-Year Review 2024/25 1. Purpose The Council is required by regulations issued under the Local Government in Scotland Act 2003 and the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Code of Practice on Treasury Management (revised 2021) to produce a mid-year review of treasury management activities. The purpose of this mid-year review is to report the performance of the Council’s treasury operation and how this measures up against the Council’s Treasury Management and Investment Strategy. This is done through the publication of updated prudential and treasury indicators for 2024/25. This report meets the requirements of both the CIPFA Code of Practice on Treasury Management (the Code) and the CIPFA Prudential Code for Capital Finance in Local Authorities (the Prudential Code). During 2024/25, to meet the minimum reporting requirement, the following reports should be submitted to Elected Members: • an annual treasury management and investment strategy (submitted to the Council on 28 February 2024) • the capital strategy (submitted to the Council on 28 February 2024) • a mid-year treasury update report (this report) • an annual review following the end of the year describing the activity compared to the strategy (will be submitted to Council in June 2025) Regulations place responsibility on members for the review and scrutiny of treasury management policy and activities. This report is, therefore, important in that respect, as it provides details of treasury activities for the six months to 30 September 2024 and highlights performance against the Council’s policies previously approved by members. 15
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4 2. Executive Summary During the six month period to 30 September 2024, the Council complied with its legislative and regulatory requirements. The key prudential and treasury indicators for 2024/25 have been updated based on the latest available information and will be used to assess performance at the end of the year. TABLE 1 A summary of performance is provided below with more detailed information provided in the body of the report. Capital Expenditure for both the General Fund and HRA vary from original estimates due to changes in the profile of projects. Full details of all movements in the capital expenditure budgets are included in the capital programme performance reports submitted to Cabinet throughout the year. The Capital Financing Requirement (CFR) is the underlying borrowing requirements of the Council. The increase to the requirement during 2024/25 reflects the change in profile of the capital programme. Gross Borrowing reflects the actual borrowing which has been undertaken. This is projected to be higher than anticipated due to the revised profile of capital projects. The Operational Boundary is the maximum we would anticipate borrowing to fund the current year capital programme building in flexibility for the timing of the different funding streams and principal repayments. The in-year variance is linked to the re-profiling of the capital programme. The Authorised Limit is set at 10% above the Operational Boundary to give some flexibility to raise funds for future year capital investment. 2024/25 2024/25 Prudential and treasury indicators Original Estimate Revised Estimate £m £m Capital expenditure (Indicator 1) · Non-HRA 104.655 129.057 · HRA 52.417 51.793 · Total 157.072 180.850 Capital Financing Requirement (CFR): · Non-HRA 346.096 341.864 · HRA 198.552 204.689 · Total 544.648 546.553 Gross borrowing (Indicator 4) 478.337 504.553 Operational Boundary (Indicator 5) 558.072 565.760 Authorised Limit (Indicator 6) 613.880 622.336 Investments (Indicator 8) · Longer than 1 year - - · Under 1 year 30.000 35.250 · Total 30.000 35.250 16
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5 The Council has a strategy of taking a combination of temporary and permanent borrowing in recognition of the Council’s longer term borrowing requirements and the market rates available at that time. This balances short term financial savings with longer term security of costs. During the period 1 April to 30 September 2024 the Council undertook £25m Long term borrowing and £15m Short term borrowing. Affordability of borrowing is measured by a number of indicators, including the impact of: • Percentage of financial costs relative to the net revenue stream of the General fund and Housing Revenue Account. As at 30 September 2024 the above indicator shows estimated ratios of 3.1% and 33.3% for General Fund and HRA respectively. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.4%, therefore demonstrating a prudent borrowing policy. For the HRA, the latest Scottish average was 21.3%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. The average investment rate to 30 September 2024 was 5.12%, compared to a target of 4.25% and actual in 2023/24 of 4.81%. The return secured this year to date reflects the Bank of England base rate which has remained steady at 5.25% before reducing to 5% in August 2024. The Council’s objective when investing money is to strike an appropriate balance between risk and return, minimising the risk of incurring losses from defaults and the risk of receiving unsuitably low investment income. Other prudential and treasury indicators and supporting information can be found in the main body of this report. Conclusion The Head of Finance confirms that long-term borrowing is only undertaken for a capital purpose and the statutory borrowing limit (the authorised limit) has not been breached. 17
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6 3. Prudential and Treasury Indicators for 2024/25 The Prudential Code establishes a framework to ensure Councils demonstrate effective control over levels of, and decisions relating to, capital investment activity including borrowing. The Treasury indicators are used to ensure that risk is managed and controlled effectively. Together the Prudential and Treasury Indicators consider the affordability and impact of capital expenditure decisions and set out the Council’s overall capital framework. These indicators help the Council to demonstrate public accountability in relation to borrowing and investments. As part of this accountability this report will summarise the following: - • Capital activity during the year (section a); • Impact of this activity on the Council’s underlying debt (the Capital Financing Requirement) (section b); • The actual prudential and treasury indicators (section a – e); • Overall treasury position identifying how the Council has borrowed in relation to this debt, and the impact on investment balances (section e); • Detailed debt activity (section e); and • Summary of interest rate movements in the year (section 4); • Detailed investment activity (section 5). (a) The Council’s Capital Expenditure and Financing 2024/25 (Prudential Indicator 1) The Council incurs capital expenditure when it invests in its long term assets. Capital Expenditure can be funded in two main ways: • Financed immediately through the application of capital or revenue resources (capital receipts, capital grants, revenue contributions etc.), which has no resultant impact on the Council’s borrowing need; or • If insufficient financing is available, or a decision is taken not to apply other resources, the capital expenditure will give rise to borrowing, which is approved as part of the Council’s investment plans. The tables below show the planned capital expenditure for 2024/25 and the latest forecast, alongside the amount estimated to be financed in year and the amount which will give rise to borrowing. TABLE 2 2024/25 2024/25 General Fund Original Estimate Revised Estimate £m £m Capital expenditure (Indicator 1) 104.655 129.057 Financed in year from external funding and reserves 26.355 38.078 Unfinanced capital expenditure 78.300 90.979 2024/25 2024/25 HRA Original Estimate Revised Estimate £m £m Capital expenditure (Indicator 1) 52.417 51.793 Financed in year from external funding and reserves 28.301 25.470 Unfinanced capital expenditure 24.116 26.323 18
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7 (b) The Council’s Overall Borrowing Need (the Capital Financing Requirement) (Prudential Indicators 2 and 3) This indicator outlines the Council’s Capital Financing Requirement (CFR). The CFR is simply the total historic outstanding capital expenditure which has not been paid from either a capital or revenue resource and therefore needs to be funded from borrowing. It is essentially a measure of the Council’s underlying borrowing need. Part of the Council’s treasury activity is to meet the funding requirements for this borrowing need. The treasury management section organises the Council’s cash position to ensure that sufficient cash is available to meet the capital plans and cash flow requirements. This may be sourced through borrowing from external bodies (such as the Government through the Public Works Loan Board [PWLB] or the money markets), by utilising temporary cash resources within the Council or through temporary borrowing from other local authorities. The Council’s underlying borrowing need (CFR) is not allowed to rise indefinitely. The Council is required to make an annual revenue charge, called the Loan Fund Principal Repayment. This is effectively a repayment of the borrowing need and it is charged to revenue over the life of the asset. This charge reduces the CFR each year. This differs from the treasury management arrangements which ensure that cash is available to meet capital commitments. External debt can also be borrowed or repaid at any time, but this does not change the CFR. The total CFR can also be reduced by: • the application of additional capital financing resources (such as unapplied capital receipts); or • increasing the annual revenue charge The Council’s CFR for the year is shown in the following table and is a key prudential indicator. The opening balance excludes the PPP / NPD schemes because no borrowing is actually required against these schemes, as a borrowing facility is included in the contract. Table 3 shows that, based on historic capital expenditure and this year’s capital expenditure, the Council has a cumulative underlying borrowing need of £546.553m forecast at 31 March 2025. This is higher than the original estimate largely as a result of changes in the profile of capital projects. TABLE 3 2024/25 2024/25 CFR Original Estimate Revised Estimate £m £m Opening Balance 450.140 436.886 Add unfinanced capital expenditure (General Fund and HRA per Table 2) 102.416 117.302 Less Loans Fund Principal Repayments (7.908) (7.635) Closing balance (Indicator 2) 544.648 546.553 Annual Change (Indicator 3) 94.508 109.667 19
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8 c) Limits to Borrowing Activity (Prudential Indicators 4 - 6) Borrowing activity is constrained by the prudential indicators for CFR, gross borrowing and by the authorised limit to ensure the Council operates its activities within well-defined limits. Gross borrowing and the CFR There is a need to ensure that gross debt does not, except in the medium term, exceed the total CFR (i.e. the Council does not borrow more than it needs to fund its capital programme). In exceptional circumstances Councils are allowed to borrow to cover the current financial year plus the next two financial years (i.e. to 2026/27). This provides some flexibility to borrow in advance where this is appropriate. Table 4 highlights the Council’s forecast gross borrowing position against the CFR and confirms that at 30 September 2024 the Council has complied with this prudential indicator as gross borrowing is currently within its CFR. The Council is currently under-borrowed by £209.316m due to the continuing strategy to delay long-term external borrowing by utilising internal cash balances. TABLE 4 As part of its annual Treasury Management and Investment Strategy the Council sets limits for external borrowing which it is not normally expected to exceed. These limits are explained below. The Operational Boundary The operational boundary is the expected maximum borrowing position of the Council during the year, taking account of the timing of various funding streams and the recharge of principal repayments from the revenue account. Periods where the actual position varies from the boundary is acceptable subject to the authorised limit not being breached. The Authorised Limit The authorised limit represents a limit beyond which external debt is prohibited. Performance against the approved strategy is monitored throughout the year and reported to Cabinet as appropriate. However, ultimate responsibility for setting or adjusting this limit lies with full Council. The current limit is set at 10% of the Operational Boundary. Table 5 demonstrates that between 1 April and 30 September 2024 the Council’s gross borrowing was within both the operational boundary and its authorised limit, by a significant margin due to the continuing strategy to delay new external borrowing by utilising internal cash balances and changes in the capital programme that have resulted in a reduced borrowing requirement. 2024/25 2024/25 30 September 2024 Original Estimate Revised Estimate Actual £m £m £m Gross borrowing position (Indicator 4) 478.337 504.553 337.237 CFR 544.648 546.553 546.553 (Under)/Over Borrowed Position (66.311) (42.000) (209.316) 20
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9 TABLE 5 (d) Treasury Position at 30 September 2024 (Prudential Indicators 7 - 11) The Council’s debt and investment position is organised by the treasury management service to ensure adequate liquidity for revenue and capital activities, security for investments and to manage risks within agreed parameters. Procedures and controls to achieve these objectives are well established through both Member reporting and the Council’s Treasury Management Practices. Borrowing Strategy for 2024/25 The Borrowing Strategy for 2024/25 anticipated bank interest rates declining in the latter half of 2024 and then continuing to decline until December 2025 before settling at 3%. Fixed borrowing rates were anticipated to remain steady. Variable, or short-term rates, were expected to be the cheaper form of borrowing over the period. Continued economic uncertainty has promoted a cautious approach, whereby investments continue to be dominated by low counterparty risk considerations, resulting in relatively low returns compared to borrowing rates. During the period April to September, UK gilt yields were volatile and have reduced slightly between April and September 2024. Much of the downward pressure from lower inflation figures was counteracted by upward pressure from positive economic data. The PWLB certainty rate for 10-year maturity loans was 4.80% at the beginning of the half year and 4.79% at the end. The lowest available 10-year maturity rate was 4.52% and the highest was 5.18%. Rates for 20-year maturity loans ranged from 5.01% to 5.57% during the half year, and 50-year maturity loans from 4.88% to 5.40%. The PWLB HRA rate which is 0.4% below the certainty rate remains available up to June 2025. This discounted rate is to support local authorities borrowing for the Housing Revenue Account and for refinancing existing HRA loans. The Council has borrowed £25m at the HRA rate between April and September 2024. As a result of the higher borrowing rates, the Council’s current strategy is to use internal funds instead of borrowing. The following graph demonstrates that PWLB rates have remained relatively steady during the period April to September 2024. Estimated Revised £m £m Average gross borrowing position 1 April to 30 September 2024 326.533 Maximum gross borrowing position 1 April to 30 September 2024 343.415 Operational boundary per Treasury Strategy 2024/25 (Indicator 5) 558.072 565.760 Authorised limit per Treasury Strategy 2024/25 (Indicator 6) 613.880 622.336 21
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10 CIPFA’s 2021 Prudential Code is clear that local authorities must not borrow to invest primarily for financial return and that it is not prudent for local authorities to make any investment or spending decision that will increase the capital financing requirement, and so may lead to new borrowing, unless directly and primarily related to the functions of the Council. Local authorities can borrow from the PWLB provided they can confirm they are not planning to purchase ‘investment assets primarily for yield’ in the current or next two financial years, with confirmation of the purpose of capital expenditure from the Section 95 Officer. Authorities that are purchasing or intending to purchase investment assets primarily for yield will not be able to access the PWLB except to refinance existing loans or externalise internal borrowing. The Council is not planning to purchase any investment assets primarily for yield within the next three years and so is able fully access the PWLB. Borrowing Position for 2024/25 To date in 2024/25, the Council has undertaken £25m Long term borrowing and £15m Short term borrowing. The Council continues to utilise internal short-term cash reserves to minimise borrowing costs. In terms of outlook for the remainder of the year, based on current capital plans and replacement borrowing requirements, it is estimated that the Council will borrow £181.691m this financial year, with a forecasted planned under borrowed position of £42.000m at the end of March 2024. Loans Restructuring No rescheduling has taken place between 1 April 2024 and 30 September 2024. The continuing rise in gilt yields since early 2022 may result in some of the Council’s PWLB loans being in or close to a discount position if repaid early. The Council continues to monitor the position. 22
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11 LOBO Loans The Council has £28.6m of LOBO loans with call dates within the next 12 month. The Council has liaised with its treasury management advisors, Arlingclose, over the likelihood of the options being exercised. If the option is exercised and an increased rate proposed, the Council currently plans to repay the loan at no additional cost as accepting the revised terms would mean the Council would still have refinancing risk in later years. If applicable, the Council will repay the LOBO loans with available cash or by borrowing, either from other local authorities or from the PWLB. A £5m LOBO loan was called and repaid in May 2024. The Council’s treasury position (excluding borrowing by PPP/NPD and finance leases) at the 31 March 2024 and 30 September 2024 was as follows: TABLE 6 All investments at 30 September 2024 mature within one year in line with the Treasury Management and Investment Strategy (Indicator 9). The Liability Benchmark compares the Council’s actual existing borrowing against a liability benchmark that has been calculated to show the lowest risk level of borrowing. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future, and so shape its strategic focus and decision making. It represents an estimate of the cumulative amount of external borrowing the Council must hold to fund its current capital and revenue plans while keeping treasury investments at the minimum level of £10m required to manage day-to-day cash flow. Following on from the medium-term forecasts in the table above, the long-term liability benchmark assumes capital expenditure funded by borrowing will be in line with the 10 year capital plan and 30 year HRA business plan respectively, loans fund advances on new capital expenditure based on asset life and income, expenditure and reserves all increasing by inflation of 2.5% a year with any specific adjustments made for planned use of reserves. This is shown in the following chart together with the maturity profile of the Council’s existing borrowing: 31 March 2024 30 September Principal Rate/ Return Principal Rate/ Return £m % £m % Fixed rate funding: -PWLB 245.280 4.77% 268.835 4.80% -Other Local Authorities 21.250 4.27% 23.177 3.63% -Market 1.306 9.79% 1.275 10.03% Variable rate funding: -Market 48.950 5.10% 43.950 5.14% Total debt (Indicator 7) 316.786 4.81% 337.237 4.78% CFR 436.886 546.553 Over / (under) borrowing (120.100) (209.316) Investments: - internally managed 40.105 4.81% 35.250 5.12% Total investments (Indicator 8) 40.105 35.250 2023/24 2024/25 2025/26 2026/27 Actual £m Estimate £m Forecast £m Forecast £m Loans CFR 436.9 546.6 613.1 696.2 Less Balance sheet resources (157.5) (109.6) (94.8) (80.4) Net loans requirement 279.4 436.9 518.3 615.7 Liquidity allowance 10.0 10.0 10.0 10.0 Liability Benchmark 289.4 446.9 528.3 625.7 Existing Borrowing (317.1) (329.1) (316.2) (311.8) Liability Benchmark 23
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12 The maturity structure of the debt portfolio (Indicator 10) at 30 September 2024 is shown below and shows the period when the Council is required to repay and/or refinance debt. It is important to ensure a reasonable spread of debt to mitigate against high exposure levels in respect of refinancing. The current profile ensures this: TABLE 7 The next indicator is used to manage risk and reduce the impact of adverse movement in interest rates. This sets a limit on the Council’s exposure to fixed and variable interest rates (Indicator 11). The Council approved a limit on variable borrowing of £60.000m in the Treasury Management Strategy 2024/25. TABLE 8 31-Mar-24 30 September 2024 Maturity Profile of Borrowing (Indicator 10) Actual Actual £m £m Under 12 months 62.650 53.252 12 months and within 24 months 2.950 1.594 24 months and within 5 years 13.845 13.663 5 years and within 10 years 31.439 39.439 10 years and within 20 years 83.189 96.177 20 years and within 30 years 20.125 20.525 30 years and within 40 years 92.588 92.587 40 years and within 50 years - 10.000 50 years and above 10.000 10.000 Total Borrowing 316.786 337.237 2024/25 30 September 2024 Original Limits Actual £m £m Limits on fixed interest rates based on net debt (Indicator 11) 613.880 622.336 Limits on variable interest rates based on net debt (Indicator 11) 60.000 43.950 24
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13 (e) Affordability Prudential Indicators (Prudential Indicator 12 - 14) These Prudential Indicators assess the affordability of capital investment plans and provide an indication of the impact of capital investment plans on the Council’s overall finances. The cost impact of borrowing decisions are reflected in the Council’s budget as loan charges. The actual and estimates of the ratio of financing costs to net revenue stream indicator identifies the trend in the cost of capital (borrowing and other long-term liabilities net of investment income) against the net revenue stream. TABLE 9 Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.4%, thereby demonstrating a prudent borrowing policy. For the HRA, the latest Scottish average was 21.3%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. 4. Investment Rates in 2024/25 The Bank Rate has reduced from 5.25% to 5.00% during the period April to September. The Council’s treasury advisers, Arlingclose, currently project that the bank rate will steadily fall taking Bank Rate down to around 3% by the end of 2025. Estimate of ratio of financing costs to net revenue stream 2024/25 2024/25 (Indicator 14) Original Estimate Revised Estimate £m £m General Services 3.5% 3.1% HRA 24.0% 33.3% 25
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14 5. Investment Position for 2024/25 Investment Policy The Council’s investment policy is governed by Scottish Government investment regulations, which have been implemented in the annual treasury management and investment strategy, approved by Council on 28 February 2024. This policy sets out the approach for choosing investment counterparties, based on credit ratings provided by the three main credit rating agencies and supplemented by additional market data (such as rating outlooks, credit default swaps, bank share prices etc.). All investments during 2024/25 have complied with our investment policy. Resources The Council’s cash balances comprise revenue and capital resources and cash flow monies. The Council’s cash resources at 30 September 2024 were as follows: TABLE 10 Investments held by the Council The Council has maintained an average balance of £39.469m of invested funds and utilised cash balances during the year in support of the under-borrowed position. The Council’s treasury management advisors, Arlingclose Limited, have five Scottish unitary authorities in their client group and provide regular investment benchmarking information to the Council. North Ayrshire Council’s average weighted rate of return on investments during the period 1 April 2024 to 30 September 2024 was 5.12% (4.47% for the period to 30 September 2023). The actual rate of return on investments as at 30 September for North Ayrshire Council was 4.98%. Benchmarking information, comparing the Council’s performance with the other Scottish Unitary authorities within the client group of Arlingclose, as at 30 September has not currently been published and will be presented as part of the annual review report to Council in June 2024. The target investment rate for 2024/25 was 4.25% and the higher weighted average return in the first half of the year reflects the Bank of England base rate which has remained steady at 5.25% before reducing to 5% in August 2024. We will continue to invest with approved counterparties in accordance with the approved strategy. Cash Balances 2024/25 Actual £m 1 April 2024 40.105 30 September 2024 35.250 Change within 6 months (4.855) 26
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: Revenue Budget 2024/25: Financial Performance to 31 August 2024 Purpose: To advise Cabinet of the financial performance for the Council at 31 August 2024. Recommendation: That Cabinet agrees to: (a) note the information and financial projections outlined in the report; and (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.5. 1. Executive Summary 1.1 The General Services Revenue Estimates for 2024/25 were approved by Council on 28 February 2024. The Housing Revenue Account (HRA) Revenue Budget for 2024/25 was approved by Council on 14 February 2024. 1.2 As part of the monitoring procedures to keep the Cabinet informed of the financial performance of the Council, financial performance reports are presented on a regular basis. This is the second report for 2024/25 and covers the period to the end of August 2024 (Period 5). Projections have been made to the year-end. 1.3 At Period 5 the General Fund is forecasting a net in-year overspend of £1.257m, (0.3%), after transferring resources to/from earmarked reserves. This is an improvement of (£0.752m) from that reported at Period 3. 1.4 The Housing Revenue Account is forecasting a net breakeven position. This is a £0.266m reduction from the previously reported underspend. 1.5 The Health and Social Care Partnership is projecting a year-end overspend of £6.697m, (2.1%), for 2024/25. The Council services element is reporting a projected overspend of £5.840m and the Health services element is reporting a projected overspend of £0.857m. However, previously identified financial recovery actions have reduced the projected overspend to £2.995m, £2.507m for Council Services, which is an improvement of (£0.431m) from the previously reported overspend, and £0.488m for Health services, which is a £0.283m increase to the previously reported overspend. Agenda Item 4 27
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1.6 Significant risks to the reported position have been identified in relation to the reported HSCP position which requires measures to be put in place by the HSCP to address these risks. However, this position may have an impact on the level of financial contributions from the funding parties. This presents a material risk to the financial sustainability of the Council. 2. Background General Fund 2.1 The Council set a breakeven budget for 2024/25. In addition to the budget approved on 28 February 2024, earmarked funds of £84.940m were carried forward from 2023/24 for service expenditure in 2024/25 and beyond. These funds are reflected in the figures within the 2024/25 financial performance reports as they are drawn down. 2.2 Current financial projections indicate that a net in-year overspend of £1.257m, (0.3%), net of transfers to/from reserves, is anticipated for the year to 31 March 2025. The forecast position will continue to be monitored throughout the year. However, any final overspend will require the utilisation of Council reserves and may negatively impact on future budget gaps in the medium term. 2.3 Details of the current financial projections are summarised in the following table: Service Expenditure App No. Annual Budget £ million Projection to 31 March 2025 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance at P3 (Fav)/Adv £ million Movement Note Corporate Services 1 18.558 18.436 (0.122) (0.052) (0.070) Education 2 173.932 176.753 2.821 3.003 (0.182) (i) Place 3 52.721 53.582 0.861 0.956 (0.095) (ii) Communities & Housing 4 13.870 13.870 0.000 0.047 (0.047) Other Corporate Items 5 30.003 27.964 (2.039) (1.664) (0.375) (iii) Sub Total 289.084 290.605 1.521 2.290 (0.769) Health and Social Care Partnership 9 131.470 131.470 0.000 0.000 0.000 Balance for Services 420.554 422.075 1.521 2.290 (0.769) Financing Charges 6 15.692 15.692 0.000 0.000 0.000 Contribution to Loans Fund Reserve 6 7.010 7.010 0.000 0.000 0.000 Total Planned Expenditure 443.256 444.777 1.521 2.290 (0.769) Aggregate External Finance 6 (369.870) (369.870) 0.000 0.000 0.000 Council Tax 6 (65.681) (65.945) (0.264) (0.281) 0.017 Use of Earmarked Funds 6 (7.705) (7.705) 0.000 0.000 0.000 Total Planned Income (443.256) (443.520) (0.264) (0.281) 0.017 Net Expenditure/ (Income) 0.000 1.257 1.257 2.009 (0.752) 28
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2.4 Commentary on Significant Movements from Period 3 The Council's overall financial forecast against the revised budget is an improvement of (£0.752m) from the previously reported position. A brief explanation of the significant movements at service level are outlined as follows: (i) Education – overspend of £2.821m, an improvement of (£0.182m) from the previously reported overspend The movements are primarily related to: • Further projected underspend in relation to facilities management catering operations across schools, taking account of uptake projections, food and staffing costs and funding, (£0.347m). This has been partly offset by: • Increased employee cost projections related to unachieved turnover across the service, £0.145m. (ii) Place – overspend of £0.861m, an improvement of (£0.095m) from the previously reported overspend The movement is primarily related to: • Revised timetable for the completion of property remedial works, (£0.100m); • Utilisation of earmarked reserves within Property Maintenance, (£0.071m); and • Vacancy management across services, (£0.062m). These have been partly offset by additional costs in relation to waste disposal contracts and unfunded legislative requirements, £0.163m. (iii) Other Corporate Items – underspend of (£2.039m), an improvement of (£0.375m) from the previously reported underspend The movement is primarily related reduced inflationary pressures arising from utility contracts across all services, (£0.350m). Health and Social Care Partnership 2.5 A copy of the HSCP financial performance report as at the end of July 2024 is attached at Appendix 9. The report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised below: • The projected outturn is a year-end overspend of £6.697m for 2024/25. However, this has been reduced to £2.995m due to previously identified financial recovery actions. This is a reduction of (£0.148m) since the previous reporting period. • The projected overspend on the Council Services element is £5.969m over the same period, reduced to £2.938m following the identified financial recovery actions. This is a reduction of (£0.431m) since the previous reporting period; 29
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• The most significant areas of overspend include care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and unplanned activities within the lead partnership for mental health. Further detail is included in the report at Appendix 9. The main areas of risk identified include: • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and future funding; • Continued growing demand for services; • Staff recruitment and retention challenges across a number of service areas; • The provider market and the ongoing ability to source packages of care for service users; • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement; • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed; • The ongoing review of the Integration Scheme; • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this; • The wider system financial challenges, especially the financial position of NHS Ayrshire and Arran Health Board, their financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges last financial year; • The underlying levels of overspend which are recurring into 2024-25 and may impact on the Partnership’s ability to continue to sustain service levels in the future. • The IJB free general fund reserves are estimated to be fully utilised during this financial year, leading to an increased risk of requiring additional in-year financial contributions from NHS Ayrshire and Arran and North Ayrshire Council to break even; • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs; • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas; • The use of supplementary staffing for enhanced observations across a number of service areas; • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges; • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re-grade, protected learning time and reduction to the working week. Non-recurring funding has been provided to meet costs associated with this but it is unclear whether this will be sufficient. These risks and progress against the financial recovery plan will continue to be monitored during 2024-25. 30
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Risks 2.6 Under the terms of the Health and Social Care Integration Scheme, a recovery plan must be agreed to address the projected overspend. There is a risk that, if the recovery plan is not successful, this could have an impact on the level of financial contributions from the funding parties. Although there would be an expectation that any additional contributions would be repaid, this could have a knock on effect on the level of reserves available to address future Council budget gaps as provision would be required for the potential non-recovery of these funds within a reasonable timeframe. This position presents a material risk to the financial sustainability of the Council. Housing Revenue Account 2.7 The Housing Revenue Account budgeted for a breakeven position in 2024/25 and is currently projecting to outturn in line with this. This is a reduction of £0.266m from the previously reported underspend position. The projected position is summarised in the following table with further details provided in Appendix 7. Housing Revenue Account Annual Budget £ million Projection to 31 March 2025 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance at P3 (Fav)/Adv £ million Movement Note Employee Costs 5.118 5.118 0.000 0.000 0.000 Property Costs 22.694 24.217 1.523 0.840 0.683 (i) Supplies and Services 2.353 2.351 (0.002) (0.005) 0.003 Transport and Plant Costs 0.021 0.021 0.000 0.000 0.000 Administration Costs 1.756 1.770 0.014 0.006 0.008 Third Party Payments 3.752 3.801 0.049 0.048 0.001 Transfer Payments 0.163 0.163 0.000 0.000 0.000 Other Expenditure 0.490 0.503 0.013 0.013 0.000 Capital Financing 26.526 24.556 (1.970) (1.811) (0.159) (ii) Gross Expenditure 62.873 62.500 (0.373) (0.909) 0.536 Income (62.873) (62.500) 0.373 0.643 (0.270) (iii) Net Expenditure 0.000 0.000 (0.000) (0.266) 0.266 2.8 Commentary on Significant Movements from Period 3 A brief explanation of the significant movements is outlined as follows: (i) Property Costs – overspend of £1.523m, an increase of £0.683m from the previously reported overspend The movement reflects increased expenditure across all categories, including Responsive Repairs reflecting increased costs for timber and damp works, £0.138m, Void Repairs, £0.261m, Planned and Cyclical Maintenance, £0.147m, and Other Property Costs £0.138m. 31
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(ii) Capital Financing – underspend of (£1.970m), an increase of (£0.159m) from the previously reported underspend The movement reflects the current treasury strategy of delaying external borrowing through the utilisation of cash balances, combined with adjustments to profiling within the HRA Capital programme. These funds will be required to support the HRA capital programme in future years. (iii) Income – under recovery of £0.373m, a reduction of (£0.270m) from the previously reported The movement is primarily related to increased income from Recharges, (£0.257m), and improved Council House rent income, (£0.071m). These have been partly offset by a reduction in other income, £0.059m. 3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the information and financial projections outlined in the report; and (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.5. 4. Implications/Socio-economic Duty Financial 4.1 General Services The net projection for the year as at 31 August 2024 is a net overspend of £1.257m. Further in-year measures will require to be put in place across Directorates to address this. Housing Revenue Account A net breakeven position is forecast for the year as at 31 August 2024. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. 32
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Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Revenue Budget 2024/25: Financial Performance to 30 June 2024 – Cabinet 27 August 2024 33
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Appendix 1 CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 137 143 6 4% Total for Chief Executive 137 143 6 4% Financial Services Change Programme 109 109 - 0% Audit, Fraud, Safety & Insurance 622 599 (23) (4%) Corporate Procurement 893 827 (66) (7%) 1 Financial Services 1,363 1,363 - 0% Revenues (616) (616) - 0% Transformation 669 669 - 0% Total for Financial Services 3,040 2,951 (89) (3%) People & ICT Employee Services 816 816 - 0% HR & Organisational Development 1,061 1,073 12 1% ICT 4,877 4,877 - 0% Business Support 1,064 1,064 - 0% Customer Services 3,856 3,856 - 0% Total for People & ICT 11,674 11,686 12 0% Democratic Services Legal & Licensing 407 407 - 0% Policy, Performance & Elections 542 497 (45) (8%) Communications 447 455 8 2% Civil Contingencies 60 60 - 0% Committee Services 409 409 - 0% Member Services 1,311 1,316 5 0% Ayrshire Support Service 479 465 (14) (3%) Information Governance 52 47 (5) (10%) Total for Democratic Services 3,707 3,656 (51) (1%) Totals 18,558 18,436 (122) (1%) 34
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 15,901 15,784 (117) (1%) Property Costs 68 68 - 0% Supplies and Services 3,006 3,006 - 0% Transport and Plant Costs 22 22 - 0% Administration Costs 1,338 1,343 5 0% Other Agencies & Bodies 1,937 1,937 - 0% Transfer Payments 853 853 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 23,125 23,013 (112) (0%) Income (4,567) (4,577) (10) 0% Net Expenditure 18,558 18,436 (122) (1%) 35
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Appendix 1a CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - There has been a favourable movement of £0.018m since P3 due to extended vacancy management. 925 (66) -7% Employee costs - There is a projected underspend of £0.066m due to vacancy management. (66) 36
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Appendix 2 EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 21,281 21,143 (138) (1%) 1 Primary Education 49,839 50,390 551 1% 2 Secondary Education 62,869 62,567 (302) (0%) 3 Additional Support Needs 14,988 16,389 1,401 9% 4 Central Education 3,730 6,132 2,402 64% 5 Pupil Equity Fund 4,367 4,367 - 0% Facilities Management 16,751 15,658 (1,093) (7%) 6 Net Total 173,932 176,753 2,821 2% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 98,002 100,294 2,292 2% Employee Costs - Non Teachers 47,191 46,809 (382) (1%) Property Costs 1,082 1,151 69 6% Supplies and Services 25,125 24,854 (271) (1%) Transport and Plant Costs 121 132 11 9% Administration Costs 434 459 25 6% Other Agencies & Bodies 8,687 10,439 1,752 20% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 71 - 0% Gross Expenditure 181,293 184,789 3,496 2% Income (7,361) (8,036) (675) Net Expenditure 173,932 176,753 2,821 2% 37
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Appendix 2a EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement: There has been a favourable movement of £0.044m compared to P3 due to a projected decrease in employee costs. 15,919 (138) -1% Employee Costs : Overall an estimated underspend of £0.138m. - Teachers:- projected underspend of £0.008m due to absence. - Non Teachers:- projected underspend of £0.214m as a result of vacancy management offset by a budgeted turnover target of £0.084m resulting in a net underspend of £0.130m A reduction to the budget of £1.198m in 23/24 necessitated a drawdown from Education earmarked funds of £0.507m pending permanent savings to be implemented for 24/25. The Service redesign has been developed and will be implemented by August 2024. The position will be further reviewed from August onwards to assess costs associated with the new model. (138) Note 2 Primary Education Movement: There has been an unfavourable movement of £0.254m compared to P3 due to a projected unachieved turnover in employee costs. 47,469 551 1% Employee Costs : Overall an estimated overspend of £0.551m. - Teachers:- projected overspend of £0.029m together with a budgeted turnover target of £0.493m resulting in a net overspend of £0.522m - Non Teachers:- projected underspend of £0.227m offset by a budgeted turnover target of £0.256m resulting in a net overspend of £0.029m. 551 Note 3 Secondary Education Movement: There has been an favourable movement of £0.101m compared to P3 due to a projected decrease in employee costs. 47,176 (340) -1% Employee Costs : Overall an estimated underspend of £0.340m. - Teachers:- projected underspend of £0.844m offset by a budgeted turnover target of £0.535m resulting in a net underspend of £0.310m - Non Teachers:- projected underspend of £0.217m offset by a budgeted turnover target of £0.187m resulting in a net underspend of £0.030m 38 Other minor movements (302) Note 4 ASN Movement: There has been a favourable movement of £0.123m compared to P3. This is mainly due to a £0.143m increase in employee costs underspends. Day placement fees have increased by £0.032m, partly due to an additional young person accessing day placement provision. This is partly offset with decreased residential placement fees of £0.005m and a decrease of £0.013m for payments to other local authorities for children accessing placements in their establishments. 14,988 (230) -2% Employee Costs : Overall an estimated underspend of £0.230m. - Teachers:- projected underspend of £0.189m offset by a budgeted turnover target of £0.073m resulting in a net underspend of £0.116m - Non Teachers:- projected underspend of £0.278m offset by a budgeted turnover target of £0.165m resulting in a net underspend of £0.113m 355 (129) -36% There is a projected underspend of £0.129m on payments to Other Local Authorities due to a reduction in the number of NAC children accessing placements in their establishments. 1,010 453 45% There is a projected overspend of £0.453m on external day placements as a result of additional children requiring this level of support and an increase in rates from these establishments. Currently there are 29 children in, or expected in, day placement provision. A further review of the process for authorising placements will be carried out by the service. 543 1,427 263% There is a projected overspend of £1.427m on external specialist residential placements. Currently there are 16 children in, or expected in, accommodation. Increased pressures on internal care settings as well as changing needs of children and young people have resulted in an increase in the need for external residential settings. Joint working is ongoing with HSCP to ensure that all options are fully explored to ensure that all options are considered to retain young people within their local community where possible. Where this is not possible, a forum has been set up to further discuss those young people who will require care and education provision to support them appropriately. Any future additional children who enter Residential Accommodation will increase the future projected overspend. (264) (120) There is a projected over recovery of £0.120m in Other Local Authorities income due to the number of other authority children accessing a place in NAC establishments. 1,401 38
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Central Education Movement: There has been a unfavourable movement of £0.179m compared to P3 mainly due to a projected increase in teacher cover costs. 2,767 2,203 80% Employee costs: There is a projected overspend of £2.298m mainly as a result of significant increase in costs associated with mandatory cover for teacher maternity cover and sickness absence. There are currently 41 Teachers (36.9 FTE) on maternity leave as well as 8 Early Years Practitioners and 4 Classroom Assistants (11.2 FTE). Absence levels are subject to regular review across the service and appropriate actions are taken to maximise attendance. Average days lost per FTE is 3.86 for the period April-August compared to 2.83 days lost for same period last year. Average days lost last year was 11 related to the whole service compared to an estimated 13 days for this year. This is offset by projected underspend in Leadership & Music services of £0.207m - 302 There is a projected under recovery of teacher induction grant funding linked to a reduction in the number of probationary teachers allocated to North Ayrshire by the Scottish Government. Core placement allocations have been reduced from 51 FTE to 34 FTE resulting in a £0.302m reduction in anticipated grant funding. (1,120) (106) 9% Income: PPP insurance rebate £0.068m and PPP deductions of £0.038m in excess of budget 3 Other minor movements. 2,402 Note 6 Facilities Management Movement: There has been an favourable movement of £0.347m compared to P3 mainly due to further projected underspends in relation catering operations across schools, taking account of uptake projections, food and staffing costs and funding. 13,744 (439) -3% Employee Costs: There is a projected underspend of £0.439m primarily due to recruitment challenges and a targeted reduction of overtime and casual costs. 942 69 7% Property Costs: There is a projected overspend of £0.069m mainly in washroom supplies 4,639 (312) -7% Supplies and services: There is a projected overspend of £0.087m in food costs.This has been offset by a projected underspend of £0.400m across supplies and services in relation to school meal uptake. (2,621) (448) 17% Income: There is a projected over-recovery of cleaning and janitorial income of £0.060m and a projected over- recovery of school meals income of £0.388m - 37 Other minor movements (1,093) Note 7 General Management action to scrutinise all recruitment verification processes has now started in an attempt to reduce the overall overspend across all employee costs. 39
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Appendix 3 PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 184 184 - 0% Neighbourhood Services Roads 6,844 6,844 - 0% Streetscene 4,841 4,850 9 0% Waste Resources 9,321 9,834 513 6% 1 Municipalisation Advertising (123) (73) 50 (41%) 2 Total for Neighbourhood Services 20,883 21,455 572 3% Economic Development, Growth and Investment Economic Policy 264 264 - 0% Employability & Skills 1,795 1,782 (13) (1%) Regeneration 886 886 - 0% Business 878 878 - 0% Growth & Investment 247 247 - 0% Total for Economic Development, Growth and Investment 4,070 4,057 (13) (0%) Sustainability, Transport and Corporate Property Property Management & Investment 1,412 1,403 (9) (1%) 3 Housing Assets & Investment (1) (1) - 0% Property Maintenance 3,694 3,694 - 0% 4 Property Running Costs 4,951 4,971 20 0% 5 Energy and Sustainability 7,260 7,260 - 0% Internal Transport 10,268 10,559 291 3% 6 Total for Sustainability, Transport and Corporate Property 27,584 27,886 302 1% Net Total 52,721 53,582 861 2% 40
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Appendix 3 Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 27,311 27,621 310 1% Property Costs 21,742 21,761 19 0% Supplies and Services 4,243 4,271 28 1% Transport and Plant Costs 9,404 9,766 362 4% Administration Costs 556 560 4 1% Other Agencies & Bodies 14,968 15,045 77 1% Transfer Payments - - - 0% Other Expenditure 78 67 (11) (14%) Capital Financing - - - Gross Expenditure 78,302 79,091 789 1% Income (25,581) (25,509) 72 (0%) Net Expenditure 52,721 53,582 861 2% 41
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Appendix 3a PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Waste Services Movement: There has been an unfavourable movement of £0.163m since P3 due to increased costs within Third Party Payments mostly from the Clyde Valley and Bulky Waste contracts. The increase for the Clyde Valley contract was caused by an increase in tonnages, this will be monitored throughout the remainder of the year. In respect of bulky waste, due to an unfunded legislative change Persistent Organic Pollutants (POPs) materials at Household Waste Recycling Centres have to be separated and disposed of separately, which results in a significantly higher gate fee/disposal cost. Increases in contamination levels has also been identified and to counter this the Waste Awareness Team are promoting a Right Stuff Right Bin comms campaign and also putting new stickers on bins to remind residents what each bin should be used for. 4,916 422 9% Employee Costs: The overspend includes the temporary additional resources required to address the current significant and challenging cumulative sickness absence rate of 15.21 days per FTE from April 2024 to August 2024, if this level continues this would result in an annual rate of 36.5 days per year per FTE. In context, the absence rate for the same period in 2022/23 was 7.5 days per FTE, resulting in 23.64 days per year per FTE, and in 2023/24 9.01 days per FTE, resulting in 28.64 days per year per FTE. A robust absence monitoring process is in place and a dedicated resource has been recruited to monitor and review the absence management process in Waste, through assisting supervisors with absence management meetings, referrals to occupational health etc and to support employees return to work. The statutory nature of the service requires additional resources to cover unforeseen absences. Additional costs are incurred as a result of this and servicing the bins on overtime attracts enhanced rates. To help mitigate against these additional costs, resources are being deployed from other services to assist in the Monday to Friday collections reducing the requirement for overtime. Additionally, resources out-with Waste Collections have received HGV training to help provide cover for collections. Weekly budget meetings are also being held between the Waste Ops Management Team and Finance. An overall review of the Waste service in light of legislative changes and current service demands is ongoing. This will also take account of waste compositional analysis, presentation rates, tonnages etc. 214 70 33% Transport Costs: Additional vehicles are in place to deal with ongoing pressures and demands. 21 Other minor movements 513 Note 2 Municipalisation Advertising Movement: There has been no movement from P3. (123) 50 (41%) Income: An under recovery of £0.050m primarily due to lead in time for vehicle advertising and unfavourable market conditions. 50 Note 3 Property Management and Investment Movement: There has been a favourable movement of £0.062m since P3 primarily due to vacancy management. 2,433 (62) (3%) Employee Costs: There is a projected underspend of £0.062m due to vacancy management. 40 Income: There is a projected under-recovery of fee income of £0.040m. 13 Other minor movements (9) Note 4 Property Maintenance Costs Movement: There has been a favourable movement of £0.100m since P3 in relation to property remedial works which are now anticipated to be undertaken during 2025/26. Note 5 Property Running Costs Movement: There has been a favourable movement of £0.072m since P3 primarily due to utilising earmarked reserves to meet the repair obligations across the commercial estate. 20 Other minor movements 20 Note 6 Internal Transport Movement: There has been a favourable movement of £0.020m since P3. 1,680 42 3% Employee Costs: There is a projected overspend of £0.042m due to unachieved turnover. 4,682 288 6% Transport Provision Costs: There is a projected overspend of £0.288m due to a higher number of pupils requiring transport and an increase in tendered costs in Private Contracts for the provision. 1,769 (101) (6%) Fuel: There is a projected underspend in fuel of £0.101m due to a decrease in fuel prices. 1,228 50 4% Repairs & Maintenance: There is a projected overspend of £0.050m in repairs and maintenance as a result of price increases and maximising the life of assets due to replacement vehicle lead times. 12 Other minor movements 291 42
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Appendix 4 COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 117 117 - 0% Housing and Public Protection Building Services (2,550) (2,550) - 0% 1 Property Governance - - - Planning Services 283 145 (138) (49%) 2 Protective Services 1,616 1,616 - 0% Other Housing 2,615 2,676 61 2% 3 Total for Housing and Public Protection 1,964 1,887 (77) (4%) Connected Communities 11,789 11,866 77 1% 4 Net Total 13,870 13,870 - 0% Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 24,130 24,246 116 0% Property Costs 2,979 2,984 5 0% Supplies and Services 7,085 7,086 1 0% Transport and Plant Costs 974 977 3 0% Administration Costs 215 225 10 5% Other Agencies & Bodies 11,043 11,044 1 0% Transfer Payments - - - 0% Other Expenditure 171 172 1 1% Capital Financing - - - Gross Expenditure 46,597 46,734 137 0% Income (32,727) (32,864) (137) 0% Net Expenditure 13,870 13,870 - 0% 43
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Appendix 4a COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since period 3. 5,641 (92) (2%) Supplies & Services: An underspend of £0.092m in supplies and services. This is primarily due to an underspend in materials as a result of a reduction in void kitchen and bathroom works. 3,194 45 1% Third Party Payments: An overspend in third party payments of which £0.023m relates to agency workers and £0.022m in subcontractor costs. 884 34 4% Transport: A projected overspend in transport costs due to increased external vehicle hire costs. 13 Other minor movements - Note 2 Planning Services Movement: There has been a favorable movement since period 3 of £0.044m, due to an increase in planning application fee income (584) (138) 24% Income: Forecasted over recovery of £0.138m due to additional planning fee application income. (138) Note 3 Other Housing Movement: There has been a favourable movement of £0.004m since period 3. A £0.021m increase in Employee costs has been offset by the utilisation of earmarked reserves to meet additional bad debt provision. 3,364 40 1% Employee Costs: Projected overspend due to £0.020m of partially unachieved turnover and a forecasted overspend of £0.020m in casual staff in relation to Ardrossan Hostel. 21 Other minor movements 61 Note 4 Connected Communities Movement: There have been no significant movements since period 3. 6,353 77 1% Employee Costs: Overspend of £0.077m is primarily as a result of revised programming of implementation of the approved saving to reduce library opening hours by 20%. 77 44
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Appendix 5 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Strathclyde Passenger Transport 2,331 2,231 (100) (4%) SPT Concessionary Fares 286 286 - 0% Ayrshire Joint Valuation Board 973 932 (41) (4%) 3,590 3,449 (141) (4%) 1 Other Corporate Costs Pension Costs 1,895 1,895 - 0% Central Telephones 350 350 - 0% Other Corporate Items (incl Transformation Costs, Bad Debt Provision, External Audit fees and other centrally held funding.) 24,219 22,255 (1,964) (8%) 2 Housing Benefits (51) 15 66 -129% 3 30,003 27,964 (2,039) (7%) 45
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Appendix 5a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Joint Boards There has been no movement from Period 3 3,590 (141) -4% Projected underspend of (£0.140m) due confirmation of annual requisitions and applicable refunds. (141) Note 2 Other Corporate Items There has been a favourable movement of £0.374m due to a reduction in utility cost inflation provision, £0.350m, and increased income from employee benefit schemes, £0.024m. 24,219 (1,964) -8% The projected underspend is primarily related to centrally held inflationary cost provisions, which are being applied to offset pressures reported across other services (£0.513m), additional income from employee benefit schemes (£0.319m)and additional Scottish Government grant income not required in year (£0.758m). (1,964) Note 3 Housing Benefit There has been no movement from Period 3 (51) 66 -129% Projected overspend of £0.066m due to Housing Benefit Overpayment Recovery 66 46
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Appendix 6 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 15,692 15,692 - - Contribution to Loans Fund Reserve 7,010 7,010 - - Scottish Government Funding (369,870) (369,870) - - Council Tax (65,681) (65,945) (264) 0% 1 Use of Earmarked Funds (7,705) (7,705) - - Net Total (420,554) (420,818) (264) 0% Growth in the Council Tax base (£0.637m) has been partly offset by an increase in the value of CTR claims received, £0.274m, and adjustment for prior years, £0.099m. Reported collection rates have shown an initial improvement and are line with pre pandemic levels. Note 1 Council Tax Movement: There has been a minor movement of £0.017m since period 3, primarily related to adjustments to our Council Tax base, £0.065m, partly offset by a reduction in forecast CTR claims, (£0.073m). 47
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Appendix 7 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 5,118 5,118 - 0% Property Costs Responsive Repairs 7,670 8,088 418 5% Void Repairs 4,192 4,545 353 8% Planned and Cyclical Maintenance 5,544 6,176 632 11% Aids and Adaptions 1,617 1,617 - 0% Other property costs 3,671 3,791 120 3% Total for Property Costs 22,694 24,217 1,523 7% 1 Supplies & Services 2,353 2,351 (2) (0%) Transport Costs 21 21 - 0% Administration Costs 1,756 1,770 14 1% Third Party Payments 3,752 3,801 49 1% Transfer Payments 163 163 - 0% Other Expenditure 490 503 13 3% Capital Financing Costs 26,526 24,556 (1,970) (7%) 2 Gross Expenditure 62,873 62,500 (373) (1%) Income Council House Rents (60,202) (60,216) (14) 0% Other Rents (473) (67) 406 (86%) Recharges (1,082) (1,160) (78) 7% Other Income (1,116) (1,057) 59 (5%) Total Income (62,873) (62,500) 373 (1%) 3 Net Expenditure - - - 48
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Appendix 7a HRA BUDGETARY CONTROL 2024/25 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2024 Budget £000 Variance £000 Variance as % of budget Note 1 22,694 1,523 7% 1,523 Note 2 26,526 (1,970) -7% (1,970) Note 3 (62,873) 373 -1% 373 B/fwd from 2023/24 Transfer to / from Reserves Use of Earmarked sums Earmarking of in year surplus Funding of Capital Projects Projected Balance at 31/03/25 £m £m £m £m £m £m 11.590 - - - - 11.590 5.000 - - - (1.104) 3.896 2.000 - - - - 2.000 1.553 - - - - 1.553 0.300 - - - - 0.300 0.123 - - - - 0.123 20.566 - - - (1.104) 19.462 HRA reserves and balances An under recovery in income of £0.373m. This is due to an under recovery of £0.406m in Other Rents and £0.059m in other income, partially offset by an over recovery of £0.078m in recharges. Capital Financing Costs Movement - there has been a favourable movement of £0.159m since Period 3. A projected underspend of £1.970m in capital financing costs reflects continuing strategy to delay new external borrowing by utilising cash balances, resulting in savings on external interest costs and changes in the profile of the capital programme. Section Income Movement - there has been a favourable movement of £0.270m since Period 3. This mainly due to a favourable movement of £0.071m in Council House Rents and £0.257m in Recharges, partially offset by an adverse movement of £0.059m in Other Income. Property Costs Movement - there has been an adverse movement of £0.683m since Period 3. This is due to an increase of £0.138m in Responsive Repairs, £0.261m in Void Repairs, £0.147m in Planned and Cyclical Maintenance and £0.138m in other property costs. There is a projected overspend of £0.418m in Responsive Repairs due to the volume and scope of the works. A projected £0.632m overspend in relation to Planned and Cyclical Maintenance, largely due to £0.226m costs in relation to storm damage works resulting from adverse weather conditions early in 2024 and £0.317m projected overspend due to increased costs in relation to timber and damp works. A projected overspend of £0.120m in other property costs, largely relating to an overspend of £0.067m in void rent loss. In addition there are projected overspends of £0.353m in Void Repairs. Council House Building Fund Sustainability Fund Software licences Transformation Programme Tenant led budget Unearmarked 49
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Appendix 8 Integration Joint Board 19th September 2024 Subject : 2024-25 – Month 4 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at Month 4 (July). Recommendation : It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2024-25 and the current overall projected year- end overspend of £6.697m, reduced to £2.995m through already identified financial recovery actions; (b) notes the progress with delivery of agreed savings; (c) approves the actions which are being taken to progress financial recovery and that a further recovery plan will be presented to the next IJB; (d) notes the Care at Home recovery actions detailed at Appendix F (d) notes the remaining financial risks for 2024-25; and (e) approves the budget reductions which are detailed at paragraph 2.10 Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health CAMHS Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee PAC Performance and Audit Committee MHOF Mental Health Outcome Framework 50
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1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report refers to the position at the end of July, further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 1.2 The projected outturn is a year-end overspend of £6.697m (2.1%) for 2024-25, reduced to £2.995m through already identified financial recovery actions. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions: Split TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth4 £6.697m £0.857m £5.840m Less Financial Recovery Plan Projections £3.702m £0.369m £3.333m Residual Risk £2.995m £0.488m £2.507m 1.3 From the core projections, overall, the main areas of pressure are: care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and Unplanned Activities (UnPACs) within the lead partnership for mental health. 1.4 Whilst the overall projected outturn position has not significantly changed, there are material movements within services, the main movements in the overall projected position and recovery plan are summarised below: Improvement: • Children’s residential places £0.352m Deterioration: • Care Home places £0.063m • LD placements £0.320m 1.5 The Integration Scheme describes the required approach where there is a projected overspend on the IJB integrated budget, which includes the requirement to agree a recovery plan to balance the overspending budget. Only if the recovery plan is unsuccessful will the Health Board and Council consider making available interim funds. NHS Ayrshire and Arran and North Ayrshire Council are not in a financial position to make interim funds readily available, therefore it is imperative that the IJB continues to support the process of development of the Financial Recovery Plan and the actions required to work towards financial balance by the year-end. 51
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1.6 The projected IJB outturn position has been adjusted to reflect the impact of Lead Partnership services. The underspend in relation to North Lead Partnership services for Mental Health is not fully attributed to the North HSCP as a share has been allocated to East and South HSCPs, similarly the impact of the outturn on East and South led services has been shared with North, both on an NRAC basis in line with the agreed risk sharing mechanism. 1.7 The Scottish Government have recently announced the 2024/25 funding for the Mental Health Outcome bundle which estimates a 4.5% reduction from 2023/24. Formal confirmation of the funding allocation has not yet been received, but this would equate to £0.450m and the service are currently working through the implications of this reduction. 2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 2.2 FINANCIAL PERFORMANCE – AT MONTH 4 At month 4 against the full-year budget of £321.083m there is a projected year-end overspend of £6.697m (2.1%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists of a projected overspend of £5.840m in social care services and a projected overspend of £0.857m in health services. Appendix A provides the financial overview of the Partnership position. The sections that follow outline the significant variances in service expenditure compared to the approved budgets. The projections for some areas will be subject to fluctuations as they depend on recruitment plans for new funding and also the capacity of providers to take on work. Appendix G provides information on the costs of bank and agency staff as requested at the August IJB. 2.3 Health and Community Care Services Against the full-year budget of £90.116m there is a projected overspend of £6.049m (6.7%) (£0.062m adverse movement) and the main variances are: 52
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a) Care home placements - the budgeted number of permanent placements was 765 and at month 4 there were 789 placements. The projected overspend is £0.614m (£0.063m adverse) on permanent placements and respite placements are projected to be online (£0.023m adverse movement). A plan is in place to manage down the number of permanent placements to reach the target, however this is challenging due to the need to minimise delayed discharge from hospital and to continue to support those in critical and substantial need in the community. Income recovered from charging orders is projected to be £0.550m over recovered. This income is challenging to predict as it depends on the length of the legal process and time taken to sell the property that the charging order is registered to. b) Care at home (now all in house) is projected to be £3.254m overspent (no movement). The position reflects the cost of meeting the significant demand and level of provision for care at home support. These projections include the estimated cost of bringing the purchased services inhouse. The projection is complex due to services being brought in-house at different times, the number of posts and vacancies transferred, the estimated time to fill all of the posts and the costs of covering the required hours (plain time versus overtime) until the posts are filled. The projection is historically based on average costs to date but the data for month 1 – 4 is skewed because of the transfer of the purchased service at different points so this will be reviewed and refined in month 6 when there will be more representative data. c) Physical Disability Services – projected overspend of £0.682m (£0.030m adverse) split as follows: £1.007m over in residential placements, £0.027m over in direct payments and £0.352m under in community care packages. d) Integrated Island Services is projected to overspend by £0.752m. The most significant variance is a projected overspend at Montrose House of £0.561m which relates to the net overspend on agency staff (i.e. net of underspend on employee costs). e) Specialist Rehab wards – projected overspend of £0.126m (£0.009m favourable) (Redburn ward £0.152m overspend and Douglas Grant £0.026m underspend). The overspend is due to cover costs for vacancies as well as supplementary staffing for patients who require one to one support. f) Wards 1 and 2 – Projected overspend of £0.762m (£0.003m favourable) due to use of supplementary staffing. 2.4 Mental Health Services Against the full-year budget of £107.531m there is a projected overspend of £1.069m (1%) (adverse movement of £0.478m) prior to the reallocation of the Lead Partnership variance to East and South HSCP. The main variances are: 53
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• Learning Disabilities are projected to overspend by £0.916m (£0.320m adverse movement) across community care packages, direct payments and residential placements. • Community Mental Health services are projected to underspend by £0.411m (£0.011m favourable) which is mainly due to a projected underspend of £0.541m in community packages and overspends in residential placements of £0.093m and direct payments of £0.055m. The main reason for underspend is the availability and capacity of adult community providers to deliver new packages of care. • There is a projected underspend of £0.106m (£0.035m adverse) in relation to the cost of Hospital Based Complex Continuing Care (HBCCC), this reflects the impact of change in provision for these services. • The Lead Partnership for Mental Health is projected to be £0.658m overspent (£0.137m adverse movement) and the main variances are as follows: • Adult Inpatients – overspent by £0.442m (£0.058m adverse) due to overspends in supplementary staff for enhanced observations (1:1 and 2:1) and use of bank staff. • The UNPACS (Unplanned Activities) budget – projected overspend is £0.679m (£0.048m favourable movement) based on current placements and an allowance for one further placement. The actual cost of the future placements may be different from the estimated cost assumed in the projection. These placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium or long term complex secure residential placements which are very expensive so a small change in placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed. A new group has been established to review the UnPACS budget and placements with a wider service representation. • Learning Disability Services – projected to underspend by £0.538m (£0.011m adverse movement). This position is after recharging other areas on a cost basis for two outwith authority placements which have incurred additional costs in relation to usage of supplementary staffing due to sustained enhanced observations. There is a risk in relation to recovering this income as the two areas receiving the charges are currently refusing to pay and legal advice is being sought. 54
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• Elderly Inpatients – projected overspend of £0.415m (£0.004m adverse) due to the use of supplementary staffing. There are several patients who are on enhanced observations and bank costs remain high. • MH Pharmacy – is projected to overspend by £0.585m (£0.099m adverse) due to increased demand and cost of medicines. ▪ Innovation Fund – projected underspend of £0.112m (no change) due to slippage within some of the projects and not all of the funding has been allocated. ▪ Action 15 – projected online as any underspend will be carried forward for use in 25-26. • The turnover target for vacancy savings for the Lead Partnership is held within the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over recovery of the vacancy savings target of £0.819m in 2024-25. Further information is included in the table below: Vacancy Savings Target (£1.116m) Projected to March 2025 £1.935m Over/(Under) Achievement £0.819m 2.5 Children and Justice Services Children’s Services Against the full-year budget of £44.045m there is a projected overspend of £1.134m (2.6%) (£0.449m favourable movement) pre earmarking and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £1.369m (£0.352m favourable movement). The main areas within this are noted below: • Following budget investment of £4m the children’s residential placements are overspent by £1.539m based on 33 placements at month 4 and assumes a reduction to 32 places by month 6. This demonstrates a reduction of 5 places since the start of the financial year. There are a number of factors leading to this challenging position: • We have 32 places available in our internal children’s houses, due to demand these have been operating at 100% occupancy for some time, leading to increased use of external placements where residential care is required. • The requirement to support Unaccompanied Asylum-Seeking Children (UASC) under the National Transfer Scheme and to support trafficked young people who have been identified in North Ayrshire. 55
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• A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. • Where appropriate young people are placed to meet their educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. Children’s Services are continuing to work with other services including Education and Housing to address the challenges through the work of the ‘Brighter Pathways’ Programme Board and associated workstreams. This forms part of the Transformation Plan which was approved at the March IJB. • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.728m underspent (£0.027m favourable movement). • Children with disabilities – there is a net projected overspend of £0.256m (£0.132m adverse movement) across residential placements, direct payments and community packages. • Residential respite – placements are overspent by £0.058m. These short- term placements are used to prevent an admission to full time care or to avoid placement breakdown. • Employee costs – are projected to overspend by £0.216m, largely due to overspends in the children’s houses. b) Head of Service – is projected to underspend by £0.524m (£0.053m favourable movement). This is made up a projected overspend due to the planned saving of £0.233m in relation to the staff reconfiguration in the children’s houses which was not achieved in 23-24 and this is offset by the grant funding in relation to Unaccompanied Asylum-Seeking Children, which is projected to over-recover by £0.819m and which covers costs incurred across a number of C&F service areas. c) C&F Health Team – is projected to overspend by £0.246m (£0.015m favourable) mainly in relation to the Band 6 to 7 regrade for Health Visitors and the progression of posts up the Band 7 scale. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) The non-employee costs element of the AHP services are projected to be on-line. All underspends in employee costs have contributed to payroll turnover. 2.7 CHIEF SOCIAL WORK OFFICER There is a projected underspend of £0.012m mainly due to a delay in spend in the Carers Strategy funding. 2.8 MANAGEMENT AND SUPPORT 56
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Management and Support Services are projected to underspend by £1.293m (£0.068m adverse) and the main areas of underspend are: • There is projected slippage on the LD and MH transition funding of £0.661m due to delays in children transitioning into adult services and actual costs being less than estimated. This involves complex planning by services with service users and families and can change over time based on assessed need when moving into adult services. • The 2024-25 budget included a budgeted deficit on the social care side of £0.437m which is offset by a budgeted surplus of £0.437m on the health side of the budget. The net impact is neutral, but Appendix A shows this position for each element. • An over-recovery of payroll turnover of £0.500m for social care services and an over-recovery of payroll turnover of £0.296m for health services as outlined in the table below. The turnover targets and achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: Social Care Health Vacancy Savings Target (3.301m) (1.522m) Achieved to March 2025 3.801m 1.818m Over/(Under) Achievement 0.500m 0.296m The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. The partnership significantly over-achieved on turnover targets last financial year which helped greatly to support the overall financial position. The early projections for 2024-25 indicate a reduction in the turnover being projected, which reflects a more optimistic position for recruitment and reduced vacancies but clearly has an impact on the ability to use this to offset overspends in other budget areas. As part of the recovery plan, the vacancy scrutiny group has been enhanced with the Heads of Service and professional leads attending. Each post is scrutinised and filled only where deemed necessary with a recruitment freeze now implemented for all non-essential posts. The turnover target for the North Lead Partnership for Mental Health services is detailed within the Lead Partnership information at section 2.4. 2.9 Savings Progress a) The approved 2024-25 budget included £10.290m of savings. BRAG Status Position at Budget Approval £m Position at Month 4 £m Red - - Amber 0.523 0.675 57
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Green 9.767 0.600 Blue - 9.015 TOTAL 10.290 10.290 b) The main area to note is that the amber savings have increased as the care home budget is currently projecting an overspend but this will be managed into an online position. Appendix B provides an overview of those service changes which do have financial savings attached to them and the BRAG status around the deliverability of each saving. 2.10 Budget Changes The Integration Scheme states that “either party may increase it’s in year payment to the Integration Joint Board. Neither party may reduce the payment in-year to the Integration Joint Board nor Services managed on a Lead Partnership basis…. without the express consent of the Integration Joint Board.” Appendix C highlights the movement in the budget position following the initial approved budget. Reductions Requiring Approval: Ref Description Amount (£000) 1 Post to medical records (37) 2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis. The outturn in relation to North Lead Partnership services is not fully attributed to the North IJB as a share is allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services is shared with North. At Month 4 the MH lead partnership is projected to overspend by £0.658m (£0.215m NRAC share for East and £0.188m for South). South HSCP (month 3 info) – projected overspend of £0.551m of which £0.204m will be allocated to North. The variance is mainly due to an overspend of £0.512m in the community store. This includes the costs of replacing mattresses, repairs and maintenance contract and equipment costs. There is also a projected overspend of £0.069m in the continence service and an underspend £0.030m in the Family Nurse Partnership. East HSCP - projected underspend of £0.208m (£0.176m favourable movement) in total (of which £0.077m will be allocated to North). The main variances are: Allied Health Professions (Lead Partnership) 58
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There is a projected underspend of £0.431m on AHPs services hosted by East Ayrshire for the current year, which mainly relates to staffing savings in Physiotherapy / MSK and Podiatry services and is partially offset by increased Orthotics costs. Primary Care and Out of Hours Services (Lead Partnership) There is a small projected overspend of £0.023m on the Primary Care Lead Partnership budget and additional costs in Out of Hours services £0.371m, with work ongoing to mitigate increased costs as far as possible over the course of the 2024/25 financial year and going forward, as well as additional Primary Care contracting and support costs £0.024m. These additional costs are largely offset by a projected underspend in Dental services totalling £0.219m, where staffing numbers are running at less than establishment. Recruitment over the remainder of the financial year has the potential to impact further on the projected outturn position at month 4. In addition, there is a small saving on Primary Medical Services costs £0.152m. Prison and Police Healthcare (Lead Partnership) The £0.043m projected underspend at month 4 is largely due reduced staffing costs. Other Services (Lead Partnership) The £0.243m projected overspend is due to increased Area Wide Evening Services costs, mainly due to additional staffing costs including high use of bank staff, which will require to be addressed going forward. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. 1. Further work has been undertaken through the Ayrshire Finance Leads group to establish baseline resources for each partnership and how this compares to the NRAC “fair share” of resources. Ayrshire Finance Leads have now agreed a baseline methodology for set aside budgets which involves using the four full years prior to the pandemic, 2016/17 – 2019/20 inclusive. The 2023/24 usage is now available as is Q1 of 2024/25 and these will be presented to Ayrshire Finance Leads for validation. IJB Baseline at 2022/23 prices (£) East 26,215,888 North 35,007,962 59
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South 28,371,789 Total 89,595,639 The annual budget for Acute Services is £432.3m. The directorate overspent by £11.2 million after 4 months. This was caused by overspends on agency medical and nursing staff, together with drug expenditure including the New Medicines Fund, equipment and supplies. These have been required due to the level of operational pressure being experienced, in common with many other areas in Scotland. 156 additional unfunded beds remained open across both main hospital sites during July. There is a material underlying deficit caused by: • Unachieved efficiency savings • Length of Stay (LoS) and emergency admission rates in NHS Ayrshire and Arran acute hospitals are above the Scottish average. • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • Delayed transfers of care and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. Initial work has commenced to develop a joint strategic commissioning plan for the provision of unscheduled care services, which will outline these services will be delivered over the medium-term using the set aside resources available. This will support a shift in the balance of care into the community and support a reduction in the number of acute beds. 2.12 FINANCIAL RISKS There are a number of financial risk areas that impact or may impact on the financial position. • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and future funding, including for 2024-25 pay awards, which have not yet been settled for local government or NHS. • Continued growing demand for services. • Staff recruitment and retention challenges across a number of service areas. • The provider market and the ongoing ability to source packages of care for service users. • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement. • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed. • The ongoing review of the Integration Scheme. • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this. 60
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• The wider system financial challenges, especially the financial position of NHS Ayrshire and Arran Health Board, their financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges last financial year. • The underlying levels of overspend which are recurring into 2024-25 and may impact on the Partnership’s ability to continue to sustain service levels in the future. • The IJB free general fund reserves are estimated to be fully utilised during this financial year, leading to an increased risk of requiring additional in-year financial contributions from NHS Ayrshire and Arran and North Ayrshire Council to break even. • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs. • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas. • The use of supplementary staffing for enhanced observations across a number of service areas. • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. Non- recurring funding has been provided to meet costs associated with this but it is unclear whether this will be sufficient. These risks will continue to be monitored during 2024-25. 2.13 RESERVES The IJB reserves position is summarised in the table below. General Fund Reserve Earmarked Reserves Total Unearmarked External Funding HSCP £m £m £m £m Balance – 1 April 2024 0.357 3.379 1.774 5.510 Anticipated Drawdown (0.357) (3.379) (1.202) (4.938) Balance – 31 March 2025 - - 0.572 0.572 The £1.774m HSCP earmarked reserve relates to the Service Redesign and Change Fund; of this total only £0.096m currently remains uncommitted with the balance being committed to investment in an early intervention approach within Children and Families social work and supporting the delivery of the transformation programme across 2024-25 and 2025-26. 61
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Further detail on the reserves is given in Appendix D. 2.14 Financial Recovery Plan The IJB set a balanced budget for 2024/25 on 14th March 2024. This did not require any draw on reserves but did include the approval of £10.290m of savings to achieve financial balance. Following the finalisation of the 2023/24 outturn position, the IJB agreed some initial recovery actions at the meeting in June. In line with the requirements of the integration scheme, work has continued to develop the financial recovery plan and identify further targets for financial improvements. The current plan is outlined in full at Appendix E. There has been progress towards some of the targets, and these are already reflected in the current projected outturn of £6.697m overspend. Further work is required to deliver on the balance of these targets as well as the additional targets which have now been identified. Services will work towards implementing the recovery plan to deliver on these cost reduction targets while carefully managing the level of risk. This will include the preparation of equality impact assessments. It is recognised that there needs to be further savings identified to move towards a breakeven position. Any decisions to implement changes which have significant impact on service delivery and the wider system will be discussed at the Finance Working Group before being brought back to the IJB for further approval as part of the financial recovery plan. A summary of the Care at Home plan is included at Appendix F. MANAGEMENT ACTIONS/CONTROLS: Other management actions which have been implemented include: • Review of expenditure authorisation levels across the Partnership and escalation of specific decisions to senior officers. In particular, a new governance group has been introduced, involving the Director and Heads of Service, to oversee the agreement of higher value packages of care (above £40,000 per annum). • Staff communication in relation to discretionary/non-essential spend. • Review of temporary posts and robust vacancy management/approval. The vacancy scrutiny group now has representation from all of the Heads of Service and a recruitment freeze will be implemented for all but essential frontline posts. • Restrictions on all but essential overtime working. • Ongoing review of future year savings or transformation programmes to identify scope for acceleration. • Maximise opportunities from the recently reopened Independent Living Fund (ILF) Scotland. 62
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GOVERNANCE: • In order to facilitate greater scrutiny of the financial position and the delivery of the financial recovery plan during 2024/25, the IJB agreed at the June meeting to establish a ‘Finance Working Group’, chaired by the IJB Vice Chair. The Director and Heads of Service will be members of the group. This will meet monthly to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. Meetings have now been scheduled to the end of the year and the first meeting took place on 9th September. • Strengthened support from Finance Team to front line services and increased engagement with Heads of Service and Senior Management Teams, including line by line reviews of all budget areas. Review and enhancement of frequency and level of financial information provided to support oversight and decision making in line with financial constraints, with an added focus on areas of underspend to maximise opportunities to delay or stop spend and contribute to the overall financial challenge. INTEGRATION SCHEME The Integration Scheme describes the required approach where there is a projected overspend: The Chief Officer will deliver the Outcomes within the total delegated resources (paid and Set Aside) and where there is a forecast overspend against an element of the operational budget, the Chief Officer, the Chief Finance Officer of the Integration Joint Board and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the Integration Joint Board. If the recovery plan is not successful the Parties will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, as outlined above, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions and illustrates the current estimated risk exposure to the IJBs funding partners: Split TOTAL Health/NHS AA Social Care/NAC Projected Overspend @ mth4 £6.697m £0.857m £5.840m Less Financial Recovery Plan Projections £3.702m £0.369m £3.333m Residual Risk £2.995m £0.488m £2.507m 3. PROPOSALS 3.1 Anticipated Outcomes 63
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Continuing to closely monitor the financial position will allow the IJB to take corrective action where required to deliver services in 2024-25 from within the available resource, thereby limiting the financial risk to the funding partners. The transformational change programme will have the greatest impact on the financial sustainability of the partnership, the IJB require to have a clear understanding of progress with the delivery of the transformation plan. 3.3 Measuring Impact Ongoing updates to the financial position will be reported to the IJB throughout 2024- 25. 4. IMPLICATIONS 4.1 Financial The outturn is an overall year-end overspend of £6.697m (2.1%). The report outlines the main variances for individual services. There IJBs unearmarked reserve balance is projected to be zero by the end of the financial year and there is an ongoing risk in relation to the £2.995m of the overspend where financial recovery improvement actions require to be identified. This current position poses a financial risk to North Ayrshire Council and NHS Ayrshire and Arran. 4.2 Human Resources The report highlights vacancy or turnover savings achieved during the year. Services will review any staffing establishment plans and recruitment in line with normal practice when implementing service change and reviews as per agreement with the IJB. Tight vacancy scrutiny management arrangements are in place for the HSCP. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. The ‘financial viability of the HSCP’ risk on our strategic risk register has increased the risk score to reflect the 23/24 outturn and current projected 24/25 overspend. 4.6 Community Wealth Building None. 4.7 Key Priorities The ability to deliver on our strategic priorities may be compromised due to the greater financial risk faced in 2024-25 and the increased focus required on financial rather than service improvement. This will be kept under close scrutiny throughout 64
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2024-25. If we are unable to successfully develop a financial recovery plan to achieve financial balance, consideration may be given to revising the strategic commissioning plan. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director Author – Paul Doak, Head of Finance and Transformation Eleanor Currie, Principal Manager Finance [pdoak@north-ayrshire.gov.uk/eleanorcurrie@north-ayrshire.gov.uk]- 65
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PUBLIC INFORMATION 2024-25 Budget Monitoring Report–Objective Summary as at 31st July 2024 Appendix A Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 71,300 76,257 4,957 18,816 19,908 1,092 90,116 96,165 6,049 5,987 62 : Locality Services 30,392 31,227 835 5,366 5,410 44 35,758 36,637 879 795 84 : Community Care Service Delivery 36,732 40,208 3,476 0 36,732 40,208 3,476 3,447 29 : Rehabilitation and Reablement 2,099 2,116 17 0 2,099 2,116 17 35 (18) : Long Term Conditions 987 997 10 9,459 10,373 914 10,446 11,370 924 927 (3) : Community Link Workers 358 358 0 0 0 0 358 358 0 1 (1) : Integrated Island Services 732 1,351 619 3,991 4,125 134 4,723 5,476 753 782 (29) MENTAL HEALTH SERVICES 34,339 34,858 519 73,192 73,742 550 107,531 108,600 1,069 591 478 : Learning Disabilities 25,723 26,640 917 556 555 (1) 26,279 27,195 916 596 320 : Community Mental Health 6,575 6,165 (410) 1,739 1,738 (1) 8,314 7,903 (411) (400) (11) : Addictions 2,041 2,053 12 1,899 1,899 0 3,940 3,952 12 15 (3) : HBCCC 0 0 0 353 247 (106) 353 247 (106) (141) 35 : Lead Partnership Mental Health NHS Area Wide 0 0 0 68,645 69,303 658 68,645 69,303 658 521 137 CHILDREN & JUSTICE SERVICES 39,130 40,018 888 4,915 5,161 246 44,045 45,179 1,134 1,583 (449) : Irvine, Kilwinning and Three Towns 3,054 3,086 32 0 0 0 3,054 3,086 32 25 7 : Garnock Valley, North Coast and Arran 3,206 3,249 43 0 0 0 3,206 3,249 43 40 3 :Intervention Services 1,716 1,715 (1) 0 0 0 1,716 1,715 (1) 7 (8) : Care Experienced Children & Young people 27,185 28,554 1,369 0 0 0 27,185 28,554 1,369 1,721 (352) : Head of Service - Children & Families 1,082 558 (524) 0 0 0 1,082 558 (524) (471) (53) : Justice Services 2,472 2,472 0 0 0 0 2,472 2,472 0 0 0 : C&F Health Team 415 384 (31) 4,203 4,449 246 4,618 4,833 215 261 (46) : Lead Partnership NHS Children's Services 0 0 0 712 712 0 712 712 0 0 0 CHIEF SOCIAL WORK OFFICER 1,561 1,573 12 0 0 0 1,561 1,573 12 (62) 74 PRIMARY CARE 0 0 0 53,109 53,109 0 53,109 53,109 0 (42) 42 ALLIED HEALTH PROFESSIONALS 0 10,306 10,306 0 10,306 10,306 0 0 0 MANAGEMENT AND SUPPORT COSTS 9,038 8,500 (538) 4,407 3,652 (755) 13,445 12,152 (1,293) (1,361) 68 FINANCIAL INCLUSION 970 972 2 0 0 0 970 972 2 (13) 15 OUTTURN ON A MANAGED BASIS 156,338 162,178 5,840 164,745 165,878 1,133 321,083 328,056 6,973 6,683 290 Over/ (Under) Spend Variance at Period 3 Movement in variance from Period 3 TOTAL Partnership Budget - Objective Summary Council Health 2024/25 Budget 66
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PUBLIC INFORMATION Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Return Hosted Over/Underspends East 0 0 0 0 (215) (215) 0 (215) (215) (171) (44) Return Hosted Over/Underspends South 0 0 0 0 (188) (188) 0 (188) (188) (149) (39) Receive Hosted Over/Underspends South 0 0 0 0 204 204 0 204 204 204 0 Receive Hosted Over/Underspends East 0 0 0 0 (77) (77) 0 (77) (77) (12) (65) OUTTURN ON AN IJB BASIS 156,338 162,178 5,840 164,745 165,602 857 321,083 327,780 6,697 6,555 142 Over/ (Under) Spend Variance at Period 3 Movement in variance from Period 3 Partnership Budget - Objective Summary 2024/25 Budget Council Health TOTAL 67
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PUBLIC INFORMATION 2024-25 Savings Tracker Appendix B Social Care: Description Deliverability Status at budget setting Deliverability Status at Month 4 2024/25 Saving Description of the Saving Children, Families & Criminal Justice Service redesign Amber Blue 0.123 Restructure areas of specialist service provision including substance use and corporate parenting, embedding the roles and functions of those teams within our locality-based early intervention approaches and strategic planning including engagement. Community Care & Health Review of Day Care provision Amber Blue 0.100 Carry out a review and streamline day care provision. Sensory Impairment Team Green Blue 0.062 Remove the dedicated management post and realign the team into core social work teams. Care Home places Green Amber 0.375 Reduce the number of funded care home places by 15, leaving budgetary provision for 765 places at average cost. Charging for community alarm provision to sheltered housing tenants Amber Amber 0.200 Introduce a charge for community alarm provision in council sheltered housing units to ensure an equitable approach across all housing tenures. Montrose House capacity Green Blue 0.111 Restrict the capacity at Montrose House care home to the current level of residency. Voluntary Early Release Green Blue 0.174 Recurring savings achieved by the release of back-office staff through the council's voluntary early release scheme. Carers Strategy funding Green Blue 0.384 Utilise the remaining Carer's Strategy funding to invest in respite provision and short breaks for carers and to support existing investments in services which support unpaid carers. Increase to charging Green Blue 0.131 Increase charges for non-residential care by 10% and charges for residential care by 5% Remove vacant posts Green Blue 0.280 Remove a number of vacant posts across support services. Employers' superannuation contributions Green Blue 7.238 Align the budget to the new employer superannuation contribution rates from 1st April 2024. Payroll Turnover Green Blue 0.077 Increase targets for payroll turnover through the recruitment process. TOTAL SOCIAL CARE SAVINGS 9.255 North Ayrshire Health and Social Care Partnership 2024/25 Savings Support Services and Partnership-wide savings 68
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PUBLIC INFORMATION Health: Description Deliverability Status at budget setting Deliverability Status at Month 4 2024/25 Saving Description of the Saving Hospital Based Complex Continuing Care (HBCCC) provision Green Green 0.500 Align the budget to the level of ongoing need for HBCCC provision. Increase recharge to East Ayrshire for beds at Woodland View Green Blue 0.021 Apply an inflationary increase to the recharge to East Ayrshire HSCP. Community Recovery and Rehab provision Amber Amber 0.100 Review and streamline a range of current provisions to remove duplication. Enhanced ICT Green Green 0.100 Carry out a review of the service delivery model and release recurring staffing savings. Payroll Turnover Green Blue 0.314 Increase targets for payroll turnover through the recruitment process. TOTAL HEALTH SAVINGS 1.035 TOTAL NORTH HSCP SAVINGS 10.290 69
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PUBLIC INFORMATION 2024-25 Budget Reconciliation Appendix C COUNCIL Period Permanent or Temporary £'m Initial Approved Budget 156.190 Adjustments to baseline (0.574) Less Resource Transfer 23/24 (24.640) Revised Budget 130.976 Resource Transfer 24/25 1-3 P 24.861 Realign Girfec Team To Connected Communities 1-3 P (0.073) ICT Budget Transfers 1-3 P (0.006) CJSW Funding 2425 1-3 T 0.053 Children’s Living Wage Allocation 1-3 T 0.525 Roundings 1-3 0.002 Social Care Budget Reported at Month 3 156.338 HEALTH Period Permanent or Temporary £'m Initial Budget exc set aside 157.894 Add Resource Transfer 23/24 24.640 Month 10-12 Adjustments and adjusting for the full year impact of part years amounts and temporary funding. (0.033) Revised Budget P 182.501 Add resource Transfer 24/25 (24.861) North Superannuation 24/25 uplift 1 1.134 MH: Anticipate Hollybush Combat Stress 24/25 1 1.424 MH: Anticipate Delivery of Veteran Funding 24/25 1 0.105 MH: Anticipate Perinatal MH, Infant MH (inc MNPI) 24/25 1 0.750 Training grade ADJ - April 1 0.063 Pecos Nurse Post 1 (0.018) Script Switch To Pharmacy 1 (0.002) Breastfeeding Pay Award - South 2 0.005 Nest - South 2 0.066 24-25 Foxgrove North 2 0.033 24-25 Breast Feeding - North 2 0.005 24-25 Huntingtons North 2 0.005 24-25 NEST North 2 0.066 Phlebotomy Admin Returned 2 0.005 70
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PUBLIC INFORMATION 23-24 - 50% North Share to East - Tier 3 Weight Management 2 (0.077) 24-25 North Share to East - Tier 3 Weight Management 2 (0.022) Anticipate ADP Afc Pay Uplift 3 0.091 Anticipate ADP Drug Prevalence 3 0.084 Anticipate ADP Lived & Living Exp 3 0.013 Anticipate ADP Mat 3 0.250 Anticipate ADP National Mission 3 0.296 Anticipate ADP Residential Rehab 3 0.134 Anticipate ADP Whole Family Approach 3 0.094 Training Grade Adj - Jun 3 (0.054) Prescribing (Ambush) North Rx 3 1.573 Prescribing (Ambush) North Rx Cres 3 (1.477) 24-25 North Budget Paper - Office 365 (to East) 3 (0.073) 24-25 North Budget Paper - Prison Pharm Contract (to East) 3 (0.093) South Mat Funding - Psychiatrist 3 0.029 Hd198: Early Intervention In Psychosis/ Body Image And Social Media Resource 3 0.242 Hd203: Digital Mental Health Programme Licence & Support 3 0.005 Reduction to the Working Week (mth 2 - 4) 4 0.105 Post to medical records 4 (0.037) HD107: breast Feeding project funds 4 0.056 BBV 4 0.280 Anticipated budgets assumed in the report but not yet allocated 4 2.045 Health Budget Reported at Month 4 164.745 TOTAL COMBINED BUDGET 321.083 71
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PUBLIC INFORMATION 24-25 IJB Reserves Position Appendix D Area of Reserves Balance at 31 March 2024 2024-25 Anticipated Draw Downs Projected Balance at 31 March 2025 : Alcohol & Drug Partnership 641 (641) 0 : Mental Health Action 15 57 (57) 0 : Service Redesign / Challenge Fund 1,774 (1,202) 572 : Community Living Change Fund 377 (377) 0 : Family Wellbeing Fund 1,313 (1,313) 0 : Wellbeing Fund 50 (50) 0 : Breast Feeding Network 26 (26) 0 : MH Recovery and Renewal 546 (546) 0 : Buvidal 23 (23) 0 : Brooksby 5 (5) 0 : Cossette Funding 4 (4) 0 : Expansion of Primary Care Estates 55 (55) 0 : GP Premises Improvements - tranches 1 and 2 63 (63) 0 : Mental Health Wellbeing in Primary Care 81 (81) 0 : Dental Practice Improvement 29 (29) 0 :Appropriate Adult Scheme 2 (2) 0 :Adult Tier 3 Weight Management Service 19 (19) 0 : Phlebotomy 22 (22) 0 : LD Health Checks 66 (66) 0 Total Earmarked 5,153 (4,581) 572 Unallocated General Fund 357 (357) 0 General Fund 5,510 (4,938) 572 Earmarked Funds 72
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PUBLIC INFORMATION Financial Recovery Action Plan Appendix E FINANCIAL RECOVERY PLAN £m £m £m Projected Overspend at Month 4 6.697 SERVICE AREA Cost reduction target Achieved in projected outturn Still to be achieved Target set? Health and Community Care Reduce care home placements in line with budget saving (0.700) (0.086) (0.614) June IJB Reduce CAH capacity/delay recruitment/in- house efficiencies (0.850) 0.000 (0.850) June IJB Community Wards - reduce supplementary staffing and review bed capacity (0.500) (0.247) (0.253) June IJB MH and LD (North Ayrshire) Freeze adult community support approvals outwith transitions 0.000 0.000 0.000 June IJB Respite provision - ensure use of in-house capacity is maximised 0.000 0.000 0.000 June IJB HBCCC mitigation plan (0.106) (0.106) 0.000 August IJB MH and LD (Lead Partnership) Ward staffing (adults/elderly inpatients) (0.300) 0.000 (0.300) August IJB Psychiatry (use of agency) (0.312) (0.312) 0.000 August IJB CEDS/CAMHS (0.202) (0.202) 0.000 August IJB North Ayrshire share (38.6%) (0.314) (0.198) (0.116) Children and Families Reduce children's external placements - early reduction from Brighter Pathways work (0.500) (0.500) 0.000 June IJB Additional target re-residential placements (0.500) (0.229) (0.271) August IJB Additional target re-residential placements (0.225) 0.000 (0.225) September IJB Reduce investment in C&F social work via service redesign fund (0.300) 0.000 (0.300) September IJB Cross Partnership Vacancy management and temporary posts (0.500) 0.000 (0.500) June IJB Use of remaining reserve balance (0.357) 0.000 (0.357) August IJB Review of earmarked reserves (0.216) 0.000 (0.216) September IJB Target Achieved Outstanding (5.068) (1.366) (3.702) Remaining projected overspend 2.995 73
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PUBLIC INFORMATION Appendix F - Care at Home Recovery Plan 1. Situation The overspend on Care at Home is reflective of an increase in the overall capacity and complexity of need within the service, alongside a rise in service costs, as we strive to meet the growing level of demand in our communities and to support hospital discharge(s). The Care at Home Service in North Ayrshire has seen a 50% increase in the number of annual care visits in the last 4 years. Below summarises the budget and spend position for Care at Home Services since 2019. The Care at Home budget has increased significantly since 2019-20 with an overall increase of £9.8m over that period, however most of this increase is directly related to pay inflation with the only additional funding for additional capacity being £3.4m to support with winter pressures. The Care at Home budget has been relatively static in real terms against a backdrop of a significant increase in demand. The Care at Home service has a budget of £30.061m for 24/25. This is inclusive of Care at Home services delivered via SDS Option 2 and 3. Currently this is projecting an overspend of £3.255m for 2024/25 financial year. As part of the overall Financial Recovery Plan for the IJB there is a requirement for a reduction in current spend in-year, with a move to working towards delivering services within budget thereafter. A £1m savings target was identified for the Care at Home service to deliver in 2024-25. 74
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PUBLIC INFORMATION 2. Background Self-Directed Support is the way that care and support is delivered in Scotland, providing people with options, choice and control. From 2019 to 2023, the landscape for Care at Home delivery in North Ayrshire has been very fragile with 5 Care at Home providers exiting the market for the provision of care in an unplanned basis. In July 2024 the delivery of Care at Home supports in North Ayrshire, via Self Directed Support Option 3, moved to a fully inhouse model. This change in the way care is delivered was reflective of a number of factors including quality and the safe delivery of care and support. Currently there are over 2,000 people in receipt of care and support via Care at Home, with 92% receiving services through the Partnership’s inhouse Care at Home service. The Partnership utilises eligibility criteria to deploy its available resources, with priority given to those adults with the greatest need. Care at Home supports are provided across the 4 mainland localities in North Ayrshire, and on the islands of Arran and Cumbrae. Since 2020, to date, there has been a 40% increase in the planned hours of care delivered by the inhouse Care at Home service, with a 50% increase in the individual number of care visits provided over this same period. Staffing levels for the Partnership’s inhouse Care at Home service have also increased over this same period by 50% from 653 contracted staff in 2020 to 981 in August 2024. Whilst the growth in the Partnership’s Care at Home service is evident, demand for Care at Home supports has risen by around 30% from pre pandemic levels. Whilst there is robust application of criteria to access services, and use of initiatives such as reablement designed to only provide shorter term supports and to reduce levels of dependency, social work and service delivery teams report significant changes in the complexity of need required in supporting people in the community. This is demonstrated by the Job Evaluation and regrading of the Partnership’s Care at Home Assistant role in 2023, which reflected the change in the role and the skills required to provide more complex and intensive community Care at Home supports. Unfortunately, Health and Community Care teams continue to manage a significant waiting list for community and hospital referrals which is a result of aforementioned increase in referral activity and complexity of need. Given the waiting list for supports, and levels of unmet need, a priority of need is applied to those who are waiting supports – this prioritises people with care needs associated with end-of-life care, public protection and hospital discharges. Levels of unmet need can fluctuate and are influenced by peaks in demand. Below illustrates the priority of need framework used by Care at Home services to prioritise demand, unmet need and waiting lists from the Community and Hospital: 75
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PUBLIC INFORMATION Positively, community unmet need has reduced since December 2023 when 193 people in the community were awaiting a new package of care, with 166 waiting as at August 2024. Levels of delayed discharge associated with Care at Home had shown signs of improvement earlier in 2024, however this improvement wasn’t sustained and as at reporting in August 2024, 24 people were a delayed discharge awaiting a package of care. Overall, 76% of unmet need for care at home is for people waiting in the community for care. The Partnership also provides a Community Alarm and Telecare service to over 4,000 people across Ayrshire. The alarm service generates around 450k activations on an annual basis with requests for support directed to identified contacts and, where appropriate, to the Partnership’s responder service who provide approximately 6,000 physical responses to North Ayrshire service users on a monthly basis. The Community Alarm and Telecare service is in the process of transitioning from analogue to digital technology. 3. Plan As part of the financial recovery plan, targeted savings for the remainder of the financial year 2004-25, have been identified from the Care at Home service. The vast majority of the service cost is workforce and any reduction in workforce will inevitably result in reduced service capacity. The required service changes include a reduction in the inhouse workforce (circa 1,062 weekly hours), reduction in Self Directed Support (Option 2) spend and actions related to the management of spend and approval of additional staffing costs linked to vacancies and sickness absence. It is proposed that workforce changes will be achieved by natural turnover and a targeted recruitment freeze, alongside careful future targeted recruitment activity to maintain safe care delivery. 76
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PUBLIC INFORMATION The planned reduction is estimated to deliver an in-year 2024-25 reduction of £0.850m against an original target of £1m, this is deemed to be the maximum reduction which can safely be delivered in-year. The reduction in Care at Home workforce will result in an overall reduction in Care at Home capacity within the service. Whilst efforts will be made to minimise the impact of this and to manage any resultant risks and challenges. A summary of these is provided below: Risks/Impacts • Reduction in capacity will reduce the volume of Care at Home supports which the Partnership can provide and may result in longer waiting times to receive care • A disproportionate impact on people awaiting services in the community as we continue to prioritise urgent referrals and hospital discharge • Reduction in capacity may result in increased delays in people being able to access Care at Home supports, both from the community and to support hospital discharge - approximate increase to the waiting list(s) combined of 56 people (3%) however this may vary dependent on hours/care requirements • Impact on other people and services – for example length of stay in hospital, access to community rehab beds, requirement for access to long term care settings • Increased reliance on informal supports and carers • The service may be less flexible/responsive to critical care requests • Seasonal/Winter responsiveness • Greater risk of workforce pressures • There will not be the same level of capacity to absorb and respond to any potential future unplanned care provider market issues Whilst the above outlines the potential impact of this change and reduction in care capacity, the below are a range of management mitigations either in place or proposed to reduce this and to manage risk. Mitigations • Continue to follow the existing priority of need framework which ensures those most in need of the service will be prioritised • Weekly unmet need oversight and assurance group, which includes arrangements for how service users are contacted whilst they wait • Recruitment to 6-month reablement lead to re-establish and promote reablement service provision • Reablement Service Access pilot expansion • Consider wider ‘access to service’ opportunities for demand management • Care Monitoring System review to maximise efficiency in existing service delivery • Programme of Care at Home reviews for existing users 77
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PUBLIC INFORMATION • Scaling up use of technology and Community Alarm/Telecare • Closely monitor absence and vacancy levels on a weekly basis • Continue to recruit to casual workforce to promote and develop contingency options • Refresh service wellbeing at work strategy to minimise staff absence levels through sickness • Protect and promote the Community Alarm and Telecare Service, particularly to those service users awaiting a service 78
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PUBLIC INFORMATION Bank and Agency Costs to Month 4 Appendix G 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) TOTAL AAC074 NORTH CORE SLT ADULT 5,412 5,412 AAC403 WARD 1 WOODLANDS VIEW 25,510 137,942 163,452 AAC406 WARD 2 WOODLANDS VIEW 15,759 93,103 108,861 AAC410 ACH REDBURN REHAB WARD NRS 1,587 39,712 41,299 AAC412 ACH DOUGLAS GRANT REHAB WD NRS 6,446 33,955 40,400 AAD401 WARD 3 WOODLANDS VIEW NURSING 17,386 117,487 447 135,320 AAD402 WARD 4 WOODLANDS VIEW NURSING 21,871 101,551 185 123,607 AAH047 NEW CLONBEITH NURSING(JURA) 51,193 34,734 85,927 AAH415 WVIEW THE GLEN ECT 1,611 1,611 AAH417 WVIEW WARD 10 ACUTE MH NRS 22,585 31,444 54,029 AAH423 WVIEW WARD 8 ACUTE MH NRS 10,300 303,301 251 313,852 AAH460 WARD 5 WOODLANDS VIEW 5,940 9,978 15,919 AAH466 WVIEW WARD 7B REHAB MH NRS 2,103 2,103 AAH492 NEW DUNURE NURSING(CLONBEITH) 17,669 56,237 73,905 AAT001 TRINDLEMOSS 26,773 46,783 73,556 AAW047 ARRAN HOSPITAL NURSING 11,398 16,007 5,717 33,122 ACN004 PACKAGE OF CARE (P) - CY 10,198 10,198 ACN012 PACKAGE OF CARE (P) - AMG 18,187 18,187 ACN013 PACKAGE OF CARE (P) - LMO 3,368 3,368 ACP003 NC POC TEAM 3 966 966 ACA412 CAMHS UNSCHEDULED CARE 1,703 1,703 ACF002 EARLY YRS-C/F TEAM 2 290 290 ACN047 ARRAN DN 235 235 ADN000 THREE TOWNS DN 4,284 161 4,446 ADN033 IRVINE DN 9,597 9,597 ADN042 NORTH WEST COAST DN 235 99 334 ADN075 GARNOCK VALLEY DN 38,464 38,464 ADN080 NORTH DN TEAM LEADERS 3,360 3,360 ALA047 LADY MARGARET NURSING 5,935 2,012 7,947 AMA408 PREVENTION + SERVICES SPT TEAM 1,481 1,481 AML102 MH UNPACS (PRIVATE) 0 0 AML146 LD HEALTH CHECKS 51,594 51,594 AML392 NORTH CLDT 157 157 AML402 LDS MANAGEMENT 2,129 2,129 AML500 MHS INPATIENT MGT 13,137 13,137 AMN412 CMHT NURSING-NORTH AYRSHIRE 6,609 6,609 AMN415 WVIEW WARD 7C FORENSIC REHAB N 1,950 45,193 47,143 AMN419 DAY ACTIVITIES TEAM 227 227 AMN425 INTENSIVE COMMUNITY NURSING TEAM 8,845 8,845 AMN431 ADULT MENTAL HEALTH LIASION TEAM 2,295 2,295 AMN433 PCMHT NORTH 1,663 1,663 AMN446 WVIEW WARD 6 LOW SECURE NRS 27,425 79,182 106,607 AMN454 WARRIX AVE 6,071 7,342 13,413 AMN468 ACTION 15 - ADULT LIAISON 2,951 2,951 ANU632 ICFN - COMMUNITY PHLEBOTOMY 5,860 5,860 AWV438 WVIEW WARD 7A LD A+T NRS 5,532 211,353 250 217,136 AXC407 WVIEW WARD 9 ACUTE MH NRS 16,258 54,635 70,894 AXC418 WVIEW WARD 11 ACUTE MH NRS 35,370 129,107 257 164,734 TOTAL 477,553 1,603,525 5,878 1,391 2,088,346 2) SOCIAL CARE Agency Cost Montrose House 252,121 Acm - Irvine 1,188 Mh Acm 15,895 Ld Acm 7,826 TOTAL 277,030 Bank Agency 79
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: Capital Programme Performance to 31 August 2024 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2024/25. Recommendation: That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 31 August 2024; and (ii) the forecast expenditure to 31 March 2025; and (c) approve the virement proposal noted within the HRA programme detailed in appendix 2. 1. Executive Summary 1.1 The General Services Capital Investment Programme 2024/25 to 2033/34 was approved by Council on 28 February. The Housing Revenue Account (HRA) Capital Investment Programme 2024/25 sits within the updated HRA Business Plan and was approved by Council on 14 February 2024. 1.2 This report identifies the current programme for 2024/25, taking account of adjustments made to the initial budgets. The report presents the revised budgets at 31 August 2024 (Period 5) and forecast expenditure to 31 March 2025. 1.3 At Period 5 the General Fund is forecasting a net breakeven position against a revised budget of £129.057m. The HRA is forecasting a projected underspend of (£0.408m) against a revised budget of £52.201m. 1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £0.769m, including additional Scottish Government funding in relation to the Road Safety Improvement and Nature Restoration programmes and additional SUSTRANS funding for the Fairlie Coastal Path. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, £1.911m has been accelerated to 2024/25 from future years. This has been partly offset by the reprofiling of (£1.757m) for delivery in 2025/26 and beyond. Agenda Item 5 81
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1.6 Within the HRA, additional prudential borrowing of £0.530m has been identified in relation to the Council house buy-back programme to accommodate Ukrainian Displaced People. 1.7 In addition, a review of delivery timescales has identified a requirement to accelerate £10.054m of expenditure to 2024/25 from future years. This is partly offset by the re- profiling of (£4.510m) for delivery in 2025/26 and beyond. 1.8 Ongoing uncertainty arising from inflationary pressures and other externalities continue to impact on tender returns, the cost of materials and the cost of borrowing. Financial risks have been identified across a number of high value projects, including the Upper Garnock Flood Protection Scheme, Moorpark Primary School, Ardrossan Harbour Landside works and Ardrossan North Shore development, incorporating the new campus, however, full quantification of these risks remains an ongoing process. Council has provided for a degree of mitigation within the overall 10-year General Services Capital Investment Programme and the HRA Capital Investment Programme, with significant additional revenue supports identified within the 2024/25 to 2026/27 General Services Revenue budget. Projects will continue to be monitored closely with cost increases met initially from the additional flexibility built into the programme. However, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 2. Background General Fund 2.1 The following table outlines the movements in the 2024/25 General Services budget: General Services Capital 2024/25 £ million Budget as at 30 June 2024 128.134 Changes to Funding 0.726 Other Revisions to the Programme 0.043 Revised Budget 128.903 Alterations to phasing of projects 2024/25 to 2025/26 (1.757) Alterations to phasing of projects 2025/26 to 2024/25 1.911 Budget as at 31 August 2024 129.057 2.2 Changes to Funding The capital programme has been updated to reflect the following changes to funding: Funding Body Amount £ million Project Scottish Government 0.225 Road Safety Improvement Fund Scottish Government 0.179 Nature Restoration Fund Sustrans (0.012) B777 Corridor Improvements Sustrans 0.334 Fairlie Coastal Path Total Funding Adjustments 0.726 82
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2.3 Other Revisions to the Programme The programme has also been updated to reflect the undernoted adjustments: Funding Source Amount £ million Project Receipts 0.007 Insurance Recoveries - Vehicles CFCR 0.022 Street Furniture CFCR 0.014 Coastal Playparks Total Other Adjustments 0.043 2.4 Alterations to the Phasing of Projects A review of individual project plans, taking cognisance of the current levels of volatility within the construction sector, has identified a requirement to accelerate £1.911m of expenditure to 2024/25 from future years. Project Amount £ million Community Alarms 0.069 Total HSCP 0.069 Nethermains Solar PV 0.600 Shewalton Solar PV 0.373 Flexibility 0.332 Total Other 1.305 LBPR Cunninghame House 0.315 LBPR The Circuit 0.123 Other minor adjustments 0.099 Total Place 0.537 Alterations 2025/26 to 2024/25 1.911 These adjustments have been partly offset by the reprofiling of (£1.757m) for delivery in 2025/26 and beyond. Project Amount £ million Telephony (0.080) Total Corporate Services (0.080) Roads Improve/Reconstruction (0.100) Dockhead Street Saltcoats (0.100) Ardrossan North Shore (0.175) PBIP Kilwinning Abbey Improvements (0.200) VDLF Kyle Road PH2 (0.300) Ardrossan Harbour Interchange (0.802) Total Place (1.677) Alterations 2024/25 to 2025/26 (1.757) 83
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2.5 These adjustments have resulted in a revised 2024/25 budget at 31 August 2024 of £129.057m. 2.6 The following graph illustrates the movement in each programme on a service basis compared to the revised programme: Approved 0.338 - 21.871 0.569 79.877 2.000 104.655 Programme @ P3 0.570 0.456 18.676 1.412 102.876 4.144 128.134 Programme @ P5 0.490 0.456 18.676 1.481 103.478 4.476 129.057 Movement 0.152 0.456 (3.195) 0.912 23.601 2.476 24.402 2.7 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is an increase of £0.923m from the revised budget, including: Category Amount £ million Comments Prudential Borrowing 3.141 Rephased aligned to projected expenditure General Capital Grant (1.086) Rephased and additional government grants Specific Grants 1.182 Rephased and additional government grants CFCR (0.036) Additional CFCR Contribution Other Grants & Contributions (0.322) Rephased and revised contributions Capital Receipts (3.802) Rephased and realigned capital receipts Total Funding Adjustments (0.923) 84
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2.8 Projected Capital Expenditure to 31 March 2025 The projections are summarised by service in the following table: Service / Category Approved Budget 2024/25 £ million Carry Forwards and Adjustments £ million Revised Budget 2024/25 £ million Projected Expenditure / Income to 31 March 2025 £ million Projected Variance Over / (Under) £ million Corporate Services 0.570 (0.080) 0.490 0.490 0.000 Communities & Housing 0.456 0.000 0.456 0.456 0.000 Education 18.676 0.000 18.676 18.676 0.000 HSCP 1.412 0.069 1.481 1.481 0.000 Place 102.876 (0.371) 102.505 102.505 0.000 Other Items 4.144 1.305 5.449 5.449 0.000 Total Expenditure 128.134 0.923 129.057 129.057 0.000 General Grants (9.607) (1.086) (10.693) (10.693) 0.000 Specific Grants (18.960) 1.182 (17.778) (17.778) 0.000 Use of Reserve Funds (3.480) 0.000 (3.480) (3.480) 0.000 CFCR (0.097) (0.036) (0.133) (0.133) 0.000 Capital Receipts (0.409) (3.802) (4.211) (4.211) 0.000 Other Grants & Contributions (1.460) (0.322) (1.782) (1.782) 0.000 Prudential Borrowing (94.121) 3.141 (90.980) (90.980) 0.000 Total Income (128.134) (0.923) (129.057) (129.057) 0.000 Information on the progress of all projects can be found in Appendix 1. 2.9 Significant ongoing uncertainty and areas of cost risk have been identified as a result of cost volatility arising from inflationary pressures, outstanding contractor claims and supply chain issues which are impacting on tender returns and the cost of materials across a number of projects. Specific projects where cost risks have been identified, or are anticipated, include Moorpark Primary, Ardrossan Campus, Upper Garnock Flood Prevention Scheme, Ardrossan North Shore and Ardrossan landside works. While some mitigation has been built into the Capital Programme in the form of flexibility budgets, totalling £10m over the next few years, cost pressures may exceed this provision. These risks will be quantified as individual projects are completed and tendering exercises are finalised, with the impact on the costs of the programme being monitored and reported to Cabinet as appropriate. It is recognised, however, with a significant budget gap being forecast over the medium term, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 85
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Housing Revenue Account 2.10 The following table outlines the movements in the 2024/25 HRA Capital budget: Housing Revenue Account 2024/25 £m Budget as at 30 June 2024 46.127 Revised Funding 0.530 Revised Budget 46.657 Alterations to phasing of projects 2024/25 to 2025/26 (4.510) Alterations to phasing of projects 2025/26 to 2024/25 10.054 Budget as at 31 August 2024 52.201 2.11 Revised Funding The HRA capital programme has been updated to include additional prudential borrowing to support the Council house buy-back programme to accommodate Ukrainian Displaced People, as approved by Cabinet on 7 November 2023. 2.12 Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to accelerate of £10.054m of project expenditure for delivery during 2024/25, including: Project Amount £ million Towerlands 2.765 Garnock Academy Site 2.576 Stanecastle Site 1.793 James McFarlane Site 0.927 Kings Arms (High Street) 0.480 Laburnum Avenue 0.284 St Marys Largs 0.233 Other minor adjustments 0.060 Total Alterations to New Builds 9.118 Roofing 0.152 Window Replacement 0.119 Solar Panels 0.044 Total Alterations to Stock Improvements 0.315 Sheltered Housing Units 0.621 Total Alterations to Stock Improvements 0.621 Alterations 2025/26 to 2024/25 10.054 86
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This has been partly offset by the re-profiling of (£4.510m) of works for delivery in 2025/26 and beyond, including: Project Amount £ million James Reid Site (2.832) Ayrshire Central Site (0.737) Nelson Street Regeneration (0.274) Fullarton Street High Flats (0.133) Total Alterations to New Builds (3.976) Smoke Detector Programme (0.090) Path Finder Project (0.050) Total Alterations to Stock Improvements (0.140) Estate Based Regeneration (0.394) Total Alterations to Other Capital Works (0.394) Alterations 2024/25 to 2025/26 (4.510) 2.13 These adjustments have resulted in a revised 2024/25 budget at 31 August 2024 of £52.201m. 2.14 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is an increase of £6.074m from the revised budget, including: Category Amount £ million Comments Prudential Borrowing (5.514) Rephased aligned to projected expenditure Use of Reserves (0.560) Revised utilisation Total Funding Adjustments (6.074) 87
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2.15 Projected Capital Expenditure to 31 March 2025 The projections are summarised in the following table: Service / Category Approved Budget 2024/25 £ million Carry Forwards and Adjustments £ million Revised Budget 2024/25 £ million Projected Expenditure / Income to 31 March 2025 £ million Projected Variance Over / (Under) £ million Housing Revenue Account 46.127 6.074 52.201 51.793 (0.408) Total Expenditure 46.127 6.074 52.201 51.793 (0.408) CFCR (11.492) - (11.492) (11.492) - Capital Grants (16.471) - (16.471) (16.471) - Use of Reserves (0.544) (0.560) (1.104) (1.664) (0.560) Affordable Housing Contribution (0.394) - (0.394) (0.394) - Prudential Borrowing (17.226) (5.514) (22.740) (21.772) 0.968 Total Income (46.127) (6.074) (52.201) (51.793) 0.408 2.16 A net underspend of (£0.408m) is projected within the HRA capital programme for 2024/25 arising from revisions to a number of projects, including: Project Variance £ million Comments Bathrooms / Wet Rooms (0.424) Lower number of void replacements Kitchens (0.534) Lower number of void replacements St Michaels Wynd (0.010) Project complete EWI 0.560 Additional properties Total Variance (0.408) The additional expenditure on EWI has been supported by an additional draw on the HRA Sustainability Fund. 2.17 In addition to the adjustments noted above Appendix 2 highlights a proposed virement which is required to transfers budgets between Contingency and individual projects, aligning the budgets with the projected expenditure. 2.18 Cost pressures will continue to be monitored and a review of any potential impact on the Business Plan and Capital Programme will be undertaken to address any identified issues. Further information on the progress of all projects can be found in Appendix 2. 88
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3. Proposals 3.1 That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 31 August 2024; and (ii) the forecast expenditure to 31 March 2025; and (c) approve the virement proposal noted within the HRA programme detailed in appendix 2. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications are as outlined in the report. Expenditure will continue to be closely monitored to ensure early action is taken regarding any projected underspends or overspends. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. Community Wealth Building 4.7 None. 89
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5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Capital Programme and Treasury Management Performance to 30 June 2024 – Cabinet 28 August 2024 90
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TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Brought / Carry Forward to 2025/26 Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31st March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/ (Under) Spend £ £ £ £ £ £ £ £ £ £ £ £ £ EXPENDITURE Communities Nursery Education 12,039,019 11,863,732 12,039,019 0 148,582 0 148,582 0 (26,705) (26,705) 148,582 0 0 Primary Schools 44,571,165 34,678,868 44,571,165 0 10,687,443 0 10,687,443 0 7,208,143 7,208,143 10,687,443 0 0 Secondary Schools 89,641,568 5,888,341 89,641,568 0 7,501,603 0 7,501,603 0 776,480 776,480 7,501,603 0 0 Special Education 25,343,637 25,246,058 25,343,637 0 97,579 0 97,579 0 0 0 97,579 0 0 Schools Other 1,649,979 389,681 1,649,979 0 1,454,999 0 1,454,999 0 194,701 194,701 1,454,999 0 0 Completed Projects 43,415,700 43,394,998 43,415,700 0 0 0 0 0 (20,702) (20,702) 0 0 0 SUB TOTAL 216,661,067 121,461,678 216,661,067 0 19,890,206 0 19,890,206 0 8,131,917 8,131,917 19,890,206 0 0 Communities & Housing Information & Culture 112,479 11,585 112,479 0 105,916 0 105,916 0 5,023 5,023 105,916 0 0 Other Housing 350,000 0 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 SUB TOTAL 462,479 11,585 462,479 0 455,916 0 455,916 0 5,023 5,023 455,916 0 0 Corporate Services Council IT Strategy 8,797,380 3,026,738 8,797,380 0 570,334 (80,000) 490,334 0 62,992 62,992 490,334 0 0 SUB TOTAL 8,797,380 3,026,738 8,797,380 0 570,334 (80,000) 490,334 0 62,992 62,992 490,334 0 0 Health & Social Care Management & Support 1,865,720 1,505,703 1,865,720 0 607,069 68,977 676,046 0 316,029 316,029 676,046 0 0 Housing Non HRA 469,775 193,504 469,775 0 469,775 0 469,775 0 193,504 193,504 469,775 0 0 Adults 4,608,078 4,596,152 4,608,078 0 13,305 0 13,305 0 1,379 1,379 13,305 0 0 Young People 5,579,718 5,224,837 5,579,718 0 355,184 0 355,184 0 303 303 355,184 0 0 SUB TOTAL 12,523,290 11,520,195 12,523,290 0 1,445,333 68,977 1,514,310 0 511,215 511,215 1,514,310 0 0 Place Roads 113,391,405 65,774,246 113,391,405 0 28,373,887 (200,000) 28,173,887 0 10,245,427 10,245,427 28,173,887 0 0 Streetscene 7,794,821 4,624,186 7,794,821 0 1,641,109 18,866 1,659,975 0 307,620 307,620 1,659,975 0 0 Transport 7,859,702 789,471 7,859,702 0 4,137,243 0 4,137,243 0 677,012 677,012 4,137,243 0 0 Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 0 0 Renewable Energy 15,812,597 3,221,539 15,812,597 0 11,295,812 0 11,295,812 0 790,851 790,851 11,295,812 0 0 Office Accommodation 1,021,196 196,023 1,021,196 0 1,030,196 0 1,030,196 0 196,023 196,023 1,030,196 0 0 Other Property 3,908,641 213,141 3,908,641 0 1,063,173 518,000 1,581,173 0 235 235 1,581,173 0 0 Economic Development & Regeneration 172,523,090 51,601,751 172,523,090 0 58,087,756 (1,477,228) 56,610,528 0 17,918,604 17,918,604 56,610,528 0 0 Completed Projects 6,355,261 6,288,872 6,355,261 0 29,376 0 29,376 0 (37,013) (37,013) 29,376 0 0 SUB TOTAL 341,988,204 145,981,769 341,988,204 0 105,658,552 (1,140,362) 104,518,190 0 30,098,758 30,098,758 104,518,190 0 0 Other Other 8,488,702 0 8,820,276 331,574 1,856,764 331,574 2,188,338 0 0 0 2,188,338 0 0 SUB TOTAL 8,488,702 0 8,820,276 331,574 1,856,764 331,574 2,188,338 0 0 0 2,188,338 0 0 Total Project Expenditure 588,921,122 282,001,965 589,252,696 331,574 129,877,105 (819,811) 129,057,294 0 38,809,905 38,809,905 129,057,294 0 0 Total Project Income (129,877,105) 819,811 (129,057,294) (16,133,616) (16,133,616) 0 (129,057,294) 0 0 Total Net Expenditure 0 0 0 (16,133,616) 22,676,289 38,809,905 0 0 0 On Target (+0.5% of budget) On Target (up to 5% delay of original timescales) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Slightly off target (+ 5% to 10% of original timescales) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) Significantly off target (+10% or more of original timescales) The following classifications have been used to highlight financial performance against budget CURRENT YEAR 2024/25 North Ayrshire Council Capital Statement 2024/25 Year Ended 31st March 2025 Period 5 The following classifications have been used to highlight delivery performance against original timescales set 91
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Revised Budget 24/25 Variance £ £ £ £ £ £ £ £ £ CAPITAL BORROWING Prudential Borrowing 78,300,250 6,518,408 10,356,808 95,175,466 (3,876,263) 91,299,203 90,979,392 (319,811) SUB TOTAL 78,300,250 6,518,408 10,356,808 95,175,466 (3,876,263) 0 91,299,203 0 90,979,392 (319,811) SCOTTISH GOVERNMENT FUNDING Specific Capital Grants Active Travel Tier 1 587,000 35,452 622,452 (587,000) 35,452 0 35,452 0 Vacant & Derelict Land Funding 2,376,630 40,544 512,321 2,929,495 (900,661) 2,028,834 1,966,494 1,728,834 (300,000) UK Government Grant - AGD i3 Flexible Space 3,403,891 (759,412) (6,774) 2,637,705 (1,386,289) 1,251,416 623,639 1,251,416 0 UK Government Grant - AGD Great Harbour 0 1,377,971 1,377,971 0 1,377,971 0 Millport Town Hall Phase 2 0 284,120 284,120 0 284,120 284,120 284,120 0 Garrison House Project 0 633,613 633,613 0 633,613 633,613 633,613 0 Ardrossan Promenade 0 578,499 578,499 0 578,499 578,499 578,499 0 Islands Pit Stops 500,000 40,000 540,000 0 540,000 540,000 540,000 0 Place Based Investment Programme 505,000 151,416 620,466 1,276,882 0 1,276,882 1,276,882 1,076,882 (200,000) UK Shared Prosperity Fund 0 77,976 77,976 650,794 728,770 728,770 728,770 0 Island Infrastructure Fund 0 (11,408) 80,374 68,966 0 68,966 68,966 68,966 0 B714 Improvements 5,201,946 5,201,946 0 5,201,946 0 5,201,946 0 Digital-SIPP Great Harbour 127,882 114,883 242,765 0 242,765 242,765 242,765 0 Ayrshire 5GIR 0 (19,935) 3,791,000 3,771,065 0 3,771,065 3,771,066 3,771,065 0 Renewal of Play Parks 347,000 (347,000) 0 0 0 0 0 0 Road Safety Improvement Fund 224,826 224,826 0 224,826 0 CO2 Monitors in Schools 0 33,128 33,128 0 33,128 33,128 33,128 0 Capital Grants Flooding (440,000) 440,000 0 0 0 0 0 0 General Capital Grant 9,167,727 439,273 9,607,000 1,086,000 10,693,000 5,088,915 10,693,000 0 SUB TOTAL 21,777,076 1,015,413 5,713,123 28,505,612 465,641 0 28,971,253 15,836,857 28,471,253 (500,000) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 3,479,853 0 0 3,479,853 0 0 3,479,853 0 3,479,853 0 CFCR 0 0 0 0 133,316 0 133,316 133,316 133,316 0 Grants & Contributions 998,087 254,676 111,562 1,364,325 417,912 0 1,782,237 106,731 1,782,237 0 Capital Receipts 100,000 303,480 0 403,480 3,807,763 0 4,211,243 56,712 4,211,243 0 SUB TOTAL 4,577,940 558,156 111,562 5,247,658 4,358,991 0 9,606,649 296,759 9,606,649 0 TOTAL CAPITAL PROGRAMME FUNDING 104,655,266 8,091,977 16,181,493 128,928,736 948,369 0 129,877,105 16,133,616 129,057,294 (819,811) Approved Budget at Cabinet Feb 2024 Capital Programme Funding 2024/25 Projected Income to 31st March 2025 Approved budget at Period 1 used as revised starting point 2024/25 Actual Income to 31st August 2024Funding Description Carry Forward from 2023/24 Changes after Capital Refresh Feb 2024 Total Changes in Year Changes at Capital Refresh Mar 2025 92
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EDUCATION MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Nursery Education Early Years Programme ST BRIDGETS EARLY YEARS 787,477 787,477 787,477 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete KILMORY EARLY YEARS 72,418 70,645 72,418 0 0 0 (1,773) (1,773) 0 0 0 Complete Complete Complete Complete Complete ST PETERS EARLY YEARS 1,273,594 1,273,594 1,273,594 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ST JOHN OGILVIE EARLY YEARS 177,415 177,415 177,415 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MAYFIELD PS EARLY YEARS 215,710 215,710 215,710 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete BEITH PS EARLY YEARS 341,180 341,180 341,180 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete SKELMORLIE PS EARLY YEARS 358,835 358,835 358,835 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WEST KILBRIDE EARLY EARLY YEARS 227,913 227,913 227,913 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete GATESIDE EARLY YEARS 407,764 407,764 407,764 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete GARNOCK CAMPUS EARLY YEARS 58,755 58,755 58,755 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete FAIRLIE EARLY YEARS 208,220 208,220 208,220 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ELDERBANK EARLY YEARS 22,983 22,983 22,983 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete DREGHORN EARLY YEARS 82,940 82,940 82,940 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CUMBRAE EARLY YEARS 41,339 41,339 41,339 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LARGS CAMPUS EARLY YEARS 45,836 45,836 45,836 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MOORPARK EARLY YEARS 182 182 182 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete PIRNMILL EARLY YEARS 79,223 79,348 79,223 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete SHISKINE EARLY YEARS 139,088 139,213 139,088 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete CORRIE EARLY YEARS 29,337 29,359 29,337 0 0 0 22 22 0 0 0 Complete Complete Complete Complete Complete LAMLASH EARLY YEARS 10,104 10,229 10,104 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete BRODICK EARLY YEARS 364,721 364,885 364,721 0 0 0 164 164 0 0 0 Complete Complete Complete Complete Complete MARRESS HOUSE 4,010,310 3,836,765 4,010,310 0 148,052 0 (25,493) (25,493) 148,052 0 0 Complete Complete Complete Complete Complete ANNICK PRIMARY EXT - EARLY YRS PROVISION 3,083,677 3,083,147 3,083,677 0 530 0 0 0 530 0 0 Complete Complete Complete Complete Complete Total Nursery Education 12,039,019 11,863,732 12,039,019 0 148,582 0 (26,705) (26,705) 148,582 0 0 0 Primary Schools MOORPARK PRIMARY 13,365,164 12,287,570 13,365,164 0 1,899,163 0 821,568 821,568 1,899,163 0 0 31-Jan-24 30-Sep-24 Construction On Target Significantly off target Further contractor delays experienced. Contingency arrangements have been developed. MONTGOMERIE PARK SCHOOL 23,448,999 21,470,410 23,448,999 0 8,109,614 0 6,131,026 6,131,026 8,109,614 0 0 Complete Complete Complete Complete Complete UNIVERSAL FREE SCHOOL MEALS EXPANSION 472,450 0 472,450 0 90,540 0 0 0 90,540 0 0 31-Mar-25 31-Mar-25 Tender On Target On Target UFSM ARDEER PRIMARY SCHOOL 24,211 10,586 24,211 0 20,494 0 6,869 6,869 20,494 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM BEITH PRIMARY SCHOOL 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM BRODICK PRIMARY SCHOOL 124,208 124,209 124,208 0 107 0 107 107 107 0 0 Complete Complete Complete Complete Complete UFSM CORRIE PRIMARY SCHOOL 54,007 54,007 54,007 0 30 0 30 30 30 0 0 Complete Complete Complete Complete Complete UFSM CORSEHILL PRIMARY SCHOOL 139,074 99,592 139,074 0 118,146 0 90,338 90,338 118,146 0 0 30-Sep-24 30-Sep-24 Construction On Target On Target UFSM GARNOCK COMMUNITY CAMPUS 90,000 61,244 90,000 0 64,334 0 54,085 54,085 64,334 0 0 30-Sep-24 30-Sep-24 Construction On Target On Target UFSM GLEBE PRIMARY SCHOOL 2,046,397 2,528 2,046,397 0 0 0 0 0 0 0 0 31-Jul-28 31-Jul-28 Tender On Target On Target UFSM GLENCAIRN PRIMARY SCHOOL 22,500 10,092 22,500 0 18,847 0 6,438 6,438 18,847 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM HAYOCKS PRIMARY SCHOOL 133,427 63,652 133,427 0 103,906 0 53,501 53,501 103,906 0 0 30-Sep-24 30-Sep-24 Development On Target On Target UFSM KILMORY PRIMARY SCHOOL 60,000 54,987 60,000 0 2,527 0 (2,486) (2,486) 2,527 0 0 31-Aug-24 31-Aug-24 Construction On Target On Target UFSM LARGS PRIMARY SCHOOL 148,533 148,533 148,533 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,082,541 1,463 2,082,541 0 186,181 0 0 0 186,181 0 0 31-Aug-28 31-Aug-28 Tender On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 22,500 10,322 22,500 0 18,940 0 6,762 6,762 18,940 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM SHISKINE PRIMARY SCHOOL 6,616 6,616 6,616 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM WEST KILBRIDE PRIMARY SCHOOL 2,252,503 208,779 2,252,503 0 2,136 0 181 181 2,136 0 0 31-Jul-27 31-Jul-27 On Site On Target On Target UFSM WHITEHIRST PARK PRIMARY 56,212 43,373 56,212 0 52,478 0 40,639 40,639 52,478 0 0 31-Aug-24 31-Aug-24 Construction On Target On Target UFSM WHITING BAY PRIMARY SCHOOL 21,822 20,906 21,822 0 0 0 (916) (916) 0 0 0 Complete Complete Complete Complete Complete Total Primary Education 44,571,165 34,678,868 44,571,165 0 10,687,443 0 7,208,143 7,208,143 10,687,443 0 0 0 Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,435 2,741,318 2,805,435 0 271,377 0 207,260 207,260 271,377 0 0 31-Mar-24 30-Aug-24 Construction On Target On Target ARDROSSAN NEW BUILD 86,836,133 3,147,024 86,836,133 0 7,230,226 0 569,220 569,220 7,230,226 0 0 31-Aug-26 31-Aug-26 In Development On Target On Target Total Secondary Education 89,641,568 5,888,341 89,641,568 0 7,501,603 0 776,480 776,480 7,501,603 0 0 0 CAPITAL MONITORING 2024/25 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2024/25 BUDGETS 93
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EDUCATION MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical CAPITAL MONITORING 2024/25 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2024/25 BUDGETS Special Education LOCKHART CAMPUS 25,343,637 25,246,058 25,343,637 0 97,579 0 0 0 97,579 0 0 Complete Complete Snagging Complete Complete Total Special Education 25,343,637 25,246,058 25,343,637 0 97,579 0 0 0 97,579 0 0 0 Schools Other CO2 MONITORS IN SCHOOLS 298,000 239,743 298,000 0 103,020 0 44,764 44,764 103,020 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target SCHOOLS ICT INVESTMENT * 1,351,979 149,938 1,351,979 0 1,351,979 0 149,938 149,938 1,351,979 0 0 31-Mar-25 31-Mar-25 On-going On Target On Target Total Schools Other 1,649,979 389,681 1,649,979 0 1,454,999 0 194,701 194,701 1,454,999 0 0 0 Completed Projects GARNOCK CAMPUS 40,304,366 40,283,664 40,304,366 0 0 0 (20,702) (20,702) 0 0 0 Complete Complete Complete Complete Complete AUCHENHARVIE SECONDARY ESTATE LEARNING ENVT 3,111,334 3,111,334 3,111,334 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Completed Projects 43,415,700 43,394,998 43,415,700 0 0 0 (20,702) (20,702) 0 0 0 0 Total Communities 216,661,067 121,461,678 216,661,067 0 19,890,206 0 8,131,917 8,131,917 19,890,206 0 0 0 94
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COMMUNITIES & HOUSING MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Information & Culture CASTLES & HISTORIC MONUMENTS 38,303 0 38,303 0 38,303 0 0 0 38,303 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code ABBEY TOWER 74,176 11,585 74,176 0 67,613 0 5,023 5,023 67,613 0 0 31-Mar-25 31-Mar-25 Planning On Hold On Hold Total Information & Cultural 112,479 11,585 112,479 0 105,916 0 5,023 5,023 105,916 0 0 0 Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target Total Other Housing 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 0 Total Communities & Housing 462,479 11,585 462,479 0 455,916 0 5,023 5,023 455,916 0 0 0 Comments CAPITAL MONITORING 2024/25 Project Description TOTAL PROJECT 2024/25 BUDGETS COMPLETION DATES DELIVERY STATUS 95
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CORPORATE SERVICES MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Council IT Strategy ICT INVESTMENT FUND 4,065,580 1,190,012 4,065,580 0 437,709 0 60,441 60,441 437,709 0 0 31-Mar-26 31-Mar-26 On-going On Target On Target WAN 912,107 412,107 912,107 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LAN/WiFi 2,673,000 1,172,540 2,673,000 0 2,958 0 2,498 2,498 2,958 0 0 Complete Complete Complete Complete Complete TELEPHONY 1,146,693 252,079 1,146,693 0 129,667 0 53 53 49,667 (80,000) (80,000) 31-Mar-28 31-Mar-28 On-going On Target On Target Total IT Strategy 8,797,380 3,026,738 8,797,380 0 570,334 0 62,992 62,992 490,334 (80,000) 0 (80,000) Total Corporate Services 8,797,380 3,026,738 8,797,380 0 570,334 0 62,992 62,992 490,334 (80,000) 0 (80,000) CAPITAL MONITORING 2024/25 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2024/25 BUDGETS 96
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HEALTH & SOCIAL CARE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Management & Support COMMUNITY ALARMS - ANALOGUE TO DIGITAL 1,029,662 1,029,662 1,029,662 0 54,167 0 123,144 123,144 123,144 68,977 68,977 31-Dec-24 31-Dec-24 In progress On Target On Target CAREFIRST REPLACEMENT 536,058 267,993 536,058 0 268,065 0 0 0 268,065 0 0 31-Aug-24 31-Mar-25 In development On Target On Target 47 WEST ROAD 300,000 208,048 300,000 0 284,837 0 192,885 192,885 284,837 0 0 21-Jun-24 21-Jun-24 Refurbishment On Target On Target Total Management & Support 1,865,720 1,505,703 1,865,720 0 607,069 0 316,029 316,029 676,046 68,977 0 68,977 Housing Non HRA IMPROVEMENT GRANTS * 469,775 193,504 469,775 0 469,775 0 193,504 193,504 469,775 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Housing Non HRA 469,775 193,504 469,775 0 469,775 0 193,504 193,504 469,775 0 0 0 Adults TRINDLEMOSS 4,608,078 4,596,152 4,608,078 0 13,305 0 1,379 1,379 13,305 0 0 Complete Complete Complete Complete Complete Total Older People 4,608,078 4,596,152 4,608,078 0 13,305 0 1,379 1,379 13,305 0 0 0 Young People RESIDENTIAL & RESPITE UNIT 5,579,718 5,224,837 5,579,718 0 355,184 0 303 303 355,184 0 0 Complete Complete Snagging Complete Complete Total Young People 5,579,718 5,224,837 5,579,718 0 355,184 0 303 303 355,184 0 0 0 Total Health & Social Care 12,523,290 11,520,195 12,523,290 0 1,445,333 0 511,215 511,215 1,514,310 68,977 0 68,977 CommentsProject Description DELIVERY STATUS CAPITAL MONITORING 2024/25 2024/25 BUDGETSTOTAL PROJECT COMPLETION DATES 97
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Roads ROADS IMPROVE/RECONSTRUCTION * 3,675,899 1,497,149 3,675,899 0 3,675,899 0 1,497,149 1,497,149 3,575,899 (100,000) (100,000) 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target ROAD SAFETY IMPROVEMENT FUND 224,826 20,000 224,826 0 224,826 0 20,000 20,000 224,826 0 0 Complete Complete Complete Complete Complete PANEL REINSTATEMENT WORKS 148,494 0 148,494 0 148,494 0 0 0 148,494 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target ROADS REMEDIATION WORKS 106,183 0 106,183 0 106,183 0 0 0 106,183 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target TRAFFIC CALMING 175,000 0 175,000 0 82,953 0 0 0 82,953 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target DOCKHEAD STREET SALTCOATS 100,000 0 100,000 0 100,000 0 0 0 0 (100,000) (100,000) 31-Mar-25 31-Mar-25 In development On Target On Target LIGHTING * 1,409,072 219,031 1,409,072 0 1,409,072 0 219,031 219,031 1,409,072 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LED LIGHTING REPLACEMENT 695,000 2,284 695,000 0 12,754 0 2,284 2,284 12,754 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target UPPER GARNOCK FPS 18,503,801 18,187,694 18,503,801 0 390,335 0 74,229 74,229 390,335 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 48,599,796 37,968,292 48,599,796 0 17,444,119 0 6,812,614 6,812,614 17,444,119 0 0 31-Aug-24 30-Sep-24 Construction On Target On Target MILLBURN FPS 1,757,000 317,445 1,757,000 0 75,000 0 21,543 21,543 75,000 0 0 31-Jul-24 31-Jul-25 In Development On Target Slightly off target Delays in getting third party agreement MILLPORT PIER 500,000 150,080 500,000 0 60,000 0 0 0 60,000 0 0 31-Dec-25 31-Dec-25 In Development On Target On Target BRIDGES INFRASTRUCTURE PROG * 899,665 31,871 899,665 0 899,665 0 31,871 31,871 899,665 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LARGS PROMENADE SEAWALL 4,617,728 4,609,416 4,617,728 0 1,129,761 0 1,171,449 1,171,449 1,129,761 0 0 Complete Complete Complete Complete Complete COASTAL ADAPTATIONS 99,000 0 99,000 0 99,000 0 0 0 99,000 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target B714 UPGRADE 31,693,443 2,681,535 31,693,443 0 2,409,350 0 385,832 385,832 2,409,350 0 0 31-Jul-26 30-Nov-26 In Development On Target Significantly off target Work is ongoing to develop the full business case required to confirm LUF contribution. PARKING CHARGES & DPE 186,501 89,450 186,501 0 106,476 0 9,425 9,425 106,476 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target Total Roads 113,391,405 65,774,246 113,391,405 0 28,373,887 0 10,245,427 10,245,427 28,173,887 (200,000) 0 (200,000) Streetscene CEMETERY EXTNS, WALLS & INFRA * 447,894 0 447,894 0 0 0 0 0 0 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, ARDROSSAN - PLOTS/WALLS 217,921 160,857 217,921 0 58,387 0 1,323 1,323 58,387 0 0 Complete Complete Complete Complete Complete CMTY, KILWINNING - NEW 1,404,577 1,375,502 1,404,577 0 440 0 (28,635) (28,635) 440 0 0 Complete Complete Complete Complete Complete CMTY, KNADGERHILL - EXTENSION 416,470 415,470 416,470 0 1,000 0 0 0 1,000 0 0 Complete Complete Complete Complete Complete CMTY, WEST KILBRIDE - WORKS 398,033 393,954 398,033 0 18,149 0 14,070 14,070 18,149 0 0 Complete Complete Complete Complete Complete CMTY, STEV HIGH ROAD - WORKS 519,641 522,352 519,641 0 12,363 0 15,074 15,074 12,363 0 0 Complete Complete Complete Complete Complete CMTY, BRODICK - NEW 12,000 10,341 12,000 0 1,659 0 0 0 1,659 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, KILBIRNIE - WALLS 136,138 105,997 136,138 0 88,477 0 67,336 67,336 88,477 0 0 31-Mar-25 31-Mar-25 Tender awarded On Target On Target CMTY, BEITH - WALLS 185,581 153,580 185,581 0 84,261 0 52,260 52,260 84,261 0 0 31-Mar-25 31-Mar-25 Tender awarded On Target On Target CMTY, ABBEY TOWER - WALLS 147,337 19,378 147,337 0 91,531 0 8,040 8,040 91,531 0 0 31-Aug-25 31-Aug-25 Feasibility Works On Target On Target CMTY, STEV HAWKHILL - WALLS 91,088 54,000 91,088 0 65,304 0 44,160 44,160 81,248 15,944 15,944 20-Sep-24 20-Sep-24 Tender awarded On Target On Target CMTY, WEST KILBRIDE - WALLS 55,168 41,054 55,168 0 45,282 0 34,090 34,090 48,204 2,922 2,922 30-Aug-24 30-Aug-24 Tender awarded On Target On Target CMTY, MILLPORT - WALLS 2,846 2,846 2,846 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, ARDROSSAN - WALLS 4,338 4,338 4,338 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, IRVINE OP CHURCH - WALLS 2,775 2,775 2,775 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, DREGHORN - WALLS 13,175 12,928 13,175 0 4,935 0 4,688 4,688 4,935 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE BARONY - WALLS 1,828 1,828 1,828 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, LAMLASH - WALLS 3,627 3,627 3,627 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, STEV HIGH KIRK - WORKS 22,754 22,754 22,754 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 1,051,663 39,443 1,051,663 0 725,303 0 2,000 2,000 725,303 0 0 31-Mar-26 31-Mar-26 Feasibility Works On Target On Target CMTY, DALRY - WALLS 2,450 2,450 2,450 0 0 0 0 0 0 0 0 On Target On Target CMTY, ARDROSSAN - EXTENSION 464,703 14,703 464,703 0 0 0 0 0 0 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target CMTY, SHEWALTON - WALLS 2,235 2,123 2,235 0 2,235 0 2,123 2,123 2,235 0 0 Complete Complete Complete Complete Complete COASTAL PLAY PARKS 433,790 433,791 433,790 0 13,725 0 13,725 13,725 13,725 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target STREET FURNITURE IMPROVEMENT 215,895 219,990 215,895 0 39,591 0 43,686 43,686 39,591 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PARK ENABLING WORKS 149,895 149,278 149,895 0 1,217 0 600 600 1,217 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target RENEWAL OF PLAY PARKS 1,391,000 458,829 1,391,000 0 387,250 0 33,079 33,079 387,250 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target Total Streetscene 7,794,821 4,624,186 7,794,821 0 1,641,109 0 307,620 307,620 1,659,975 18,866 0 18,866 Transport VEHICLES * 1,562,610 667,970 1,562,610 0 1,562,610 0 667,970 667,970 1,562,610 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target FLEET DECARBONISATION 6,297,092 121,501 6,297,092 0 2,574,633 0 9,043 9,043 2,574,633 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Transport 7,859,702 789,471 7,859,702 0 4,137,243 0 677,012 677,012 4,137,243 0 0 0 Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS 98
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Waste Services SHEWALTON LANDFILL 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 0 Renewable Energy SOLAR PV RETROFIT EXTENSION 120,000 145,218 120,000 0 77,365 0 102,582 102,582 77,365 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target SOLAR PV INVESTMENT - NETHERMAINS 7,889,153 1,374,240 7,889,153 0 6,784,594 0 530,402 530,402 6,784,594 0 0 31-Dec-24 31-Jan-25 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,913,443 674,785 5,913,443 0 3,480,264 0 66,983 66,983 3,480,264 0 0 31-Dec-24 31-Jan-25 Work Ongoing On Target On Target i3 RENEWABLES 0 0 0 0 0 0 0 0 0 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,000 927,296 1,000,000 0 63,589 0 (9,116) (9,116) 63,589 0 0 31-Mar-25 31-Mar-25 Work Ongoing On Target On Target NATURE RESTORATION FUND 890,000 100,000 890,000 0 890,000 0 100,000 100,000 890,000 0 0 31-Aug-24 31-Mar-25 Planning On Target On Target Total Renewable Energy 15,812,597 3,221,539 15,812,597 0 11,295,812 0 790,851 790,851 11,295,812 0 0 0 Office Accommodation PROPERTY LIFECYCLE INVESTMENT * 209,929 0 209,929 0 209,929 0 0 0 209,929 0 0 31-Mar-25 31-Mar-25 Mulitple projects On Target On Target PLI TRINITY CHURCH ANNEX 3,000 3,384 3,000 0 3,000 0 3,384 3,384 3,000 0 0 31-Jul-24 31-Jul-24 Construction On Target On Target PLI CALEY COURT RESOURCE CTR 4,800 0 4,800 0 4,800 0 0 0 4,800 0 0 30-Jun-24 30-Sep-24 Construction On Target On Target PLI CASTLEVIEW DAY SERVICES 64,651 53,214 64,651 0 64,651 0 53,214 53,214 64,651 0 0 31-May-24 31-Oct-24 Construction On Target On Target PLI PORTLAND PLACE 21,426 0 21,426 0 21,426 0 0 0 21,426 0 0 30-Nov-24 30-Nov-24 Planning On Target On Target PLI WEST BYREHILL DEPOT 0 7,661 0 0 0 0 7,661 7,661 0 0 0 Complete Complete Complete Complete Complete PLI GOLDCRAIGS DEPOT 109,139 0 109,139 0 109,139 0 0 0 109,139 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PLI CALEDONIA PRIMARY 0 2,794 0 0 0 0 2,794 2,794 0 0 0 On Target On Target PLI DALRY PRIMARY SCHOOL 68,314 0 68,314 0 68,314 0 0 0 68,314 0 0 Complete Complete Complete Complete Complete PLI DREGHORN PRIMARY SCHOOL 0 (1,344) 0 0 0 0 (1,344) (1,344) 0 0 0 Complete Complete Complete Complete Complete PLI HAYOCKS PRIMARY SCHOOL 1,000 0 1,000 0 1,000 0 0 0 1,000 0 0 30-Sep-24 30-Sep-24 Planning On Target On Target PLI PENNYBURN PRIMARY 0 21,038 0 0 0 0 21,038 21,038 0 0 0 Complete Complete Complete Complete Complete PLI SKELMORLIE PRIMARY SCHOOL 494,500 93,587 494,500 0 494,500 0 93,587 93,587 494,500 0 0 31-Oct-24 31-Oct-24 Construction On Target On Target PLI AUCHENHARVIE ACADEMY* 0 (22,979) 0 0 0 0 (22,979) (22,979) 0 0 0 Complete Complete Complete Complete Complete PLI KILWINNING ACADEMY 0 1,156 0 0 0 0 1,156 1,156 0 0 0 Complete Complete Complete Complete Complete PLI DALRY EYC 11,000 10,915 11,000 0 11,000 0 10,915 10,915 11,000 0 0 Complete Complete Complete Complete Complete PLI SPRINGVALE EYC 6,895 0 6,895 0 6,895 0 0 0 6,895 0 0 30-Jun-24 31-Jul-24 Construction On Target On Target PLI UNIT 83 THIRD AVENUE 9,000 0 0 0 9,000 0 0 30-Nov-24 30-Nov-24 Planning On Target On Target PLI BRIDGEGATE HOUSE 0 0 0 0 0 0 0 0 0 0 0 Cancelled Cancelled Cancelled Complete Complete PLI CUNNINGHAME HOUSE 0 0 0 0 0 0 0 0 0 0 0 Cancelled Cancelled Cancelled Complete Complete PLI ABBEYCROFT 12,000 11,843 12,000 0 12,000 0 11,843 11,843 12,000 0 0 Complete Complete Complete Complete Complete PLI ANAM CARA 3,542 3,668 3,542 0 3,542 0 3,668 3,668 3,542 0 0 Complete Complete Complete Complete Complete PLI VIKINGAR 0 1,147 0 0 0 0 1,147 1,147 0 0 0 Complete Complete Complete Complete Complete PLI EGLINTON CASTLE 0 0 0 0 0 0 0 0 0 0 0 Cancelled Cancelled Cancelled Complete Complete PLI GARNOCK CAMPUS 11,000 9,940 11,000 0 11,000 0 9,940 9,940 11,000 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 1,021,196 196,023 1,021,196 0 1,030,196 0 196,023 196,023 1,030,196 0 0 0 Other Property LOCALITY BASED PROPERTY REVIEW 2,500,000 0 2,500,000 0 0 0 0 0 0 0 0 31-Mar-25 31-Mar-25 In development On Target On Target LBPR IRVINE LIBRARY 0 35 0 0 0 0 35 35 50,000 50,000 50,000 31-Mar-25 31-Mar-25 In development On Target On Target LBPR BRIDGEGATE HOUSE 0 0 0 0 0 0 0 0 30,000 30,000 30,000 31-Mar-25 31-Mar-25 In development On Target On Target LBPR CUNNINGHAME HOUSE 0 200 0 0 0 0 200 200 315,000 315,000 315,000 31-Mar-27 31-Mar-27 In development On Target On Target LBPR THE CIRCUIT 0 0 0 0 0 0 0 0 123,000 123,000 123,000 31-Mar-27 31-Mar-27 In development On Target On Target EMERGENCY CONTROL CTR 158,000 67,191 158,000 0 90,809 0 0 0 90,809 0 0 31-Mar-25 31-Mar-25 In development On Target On Target GOLDCRAIGS REFURBISHMENT 1,116,000 36,650 1,116,000 0 946,788 0 0 0 946,788 0 0 31-Mar-26 31-Mar-26 In development On Target On Target WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 25,576 0 0 0 25,576 0 0 Complete Complete Complete Complete Complete Total Property 3,908,641 213,141 3,908,641 0 1,063,173 0 235 235 1,581,173 518,000 0 518,000 99
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Regeneration REPURPOSING PROPERTY GRANT FUND 254,179 25,380 254,179 0 253,499 0 24,700 24,700 253,499 0 0 30-May-25 30-May-25 In development On Target On Target MILLPORT TOWN HALL PHASE 2 784,120 466,994 784,120 0 784,120 0 466,994 466,994 784,120 0 0 31-May-23 31-Dec-24 Construction On Target Significantly off target Community led regeneration project by Millport Town Hall Charity. Project has been delayed due to challenges with contractor and work needing redone as did not met a satisfactory standard. Regeneration team continues to support MTHC in the delivery of the project. GARRISON HOUSE PROJECT 633,613 28,695 633,613 0 633,613 0 28,695 28,695 633,613 0 0 31-Mar-25 31-Mar-25 In development On Target On Target ISLANDS PIT STOPS 540,000 0 540,000 0 540,000 0 0 0 540,000 0 0 31-Jul-24 31-Mar-25 In development On Target On Target ISLAND INFRASTRUCTURE FUND 187,592 123,046 187,592 0 68,966 0 4,420 4,420 68,966 0 0 31-Mar-24 31-Dec-24 In development On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 424,401 114,657 424,401 0 393,624 0 83,880 83,880 393,624 0 0 31-Mar-26 31-Mar-26 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 728,770 424,072 728,770 0 728,770 0 424,072 424,072 728,770 0 0 31-Mar-25 31-Mar-25 In development On Target On Target DIGITAL - SIPP GREAT HARBOUR 242,765 0 242,765 0 242,765 0 0 0 242,765 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target AYRSHIRE 5GIR 3,791,001 53,184 3,791,001 0 3,771,066 0 33,249 33,249 3,771,066 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PBIP – KILWINNING ABBEY IMPROVEMENTS 235,354 0 235,354 0 235,354 0 0 0 35,354 (200,000) (200,000) 31-Mar-25 31-Dec-25 In development On Target On Target LOCHSHORE HUB PLAY AREA 355,000 202,438 355,000 0 312,817 0 160,255 160,255 312,817 0 0 Complete Complete Complete Complete Complete PBIP 36 BANK STREET 169,999 110,138 169,999 0 62,761 0 2,900 2,900 62,761 0 0 31-Dec-25 31-Dec-25 In development On Target On Target PBIP GALT HOUSE 50,000 4,125 50,000 0 45,875 0 0 0 45,875 0 0 31-Mar-24 31-Mar-25 In development On Target On Target IRVINE HIGH STREET 2,837,315 2,721,851 2,837,315 0 101,314 0 (14,150) (14,150) 101,314 0 0 Complete Complete Complete Complete Complete MILLPORT CARS 10,993 0 10,993 0 10,993 0 0 0 10,993 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK MASTERPLAN 4,218,598 1,871,025 4,218,598 0 199,258 0 79,185 79,185 199,258 0 0 31-Mar-30 31-Mar-30 In development On Target On Target LOCHSHORE, KILBIRNIE 2,051,138 1,890,405 2,051,138 0 147,122 0 (13,611) (13,611) 147,122 0 0 31-May-25 31-May-25 In development On Target On Target LOCHSHORE GARNOCK HUB 4,145,999 4,087,907 4,145,999 0 58,991 0 899 899 58,991 0 0 Complete Complete Complete Complete Complete VDLF 2024/25 ALLOCATION 963,000 0 963,000 0 963,000 0 0 0 963,000 0 0 VDLF - KYLE ROAD PHASE 2 1,398,066 145,155 1,398,066 0 400,000 0 150 150 100,000 (300,000) (300,000) 31-Mar-24 31-Mar-26 In development On Target On Target VDLF - ANNICKBANK PH 3 1,948,996 1,889,896 1,948,996 0 56,210 0 (2,890) (2,890) 56,210 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target LUF3 - ANNICKBANK 190,000 98,646 190,000 0 190,000 0 98,646 98,646 190,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target VDLF - DEVELOPMENT WORK 114,326 104,321 114,326 0 20,859 0 10,854 10,854 20,859 0 0 31-Mar-25 31-Mar-25 In development On Target On Target VDLF - STRATEGY 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete VDLF - TREE PLANTING 50,000 2,400 50,000 0 0 0 0 0 0 0 0 31-Dec-24 31-Dec-25 In development On Target On Target MONTGOMERIE PARK NEIGHBOURHOOD CTR 288,203 0 288,203 0 288,203 0 0 0 288,203 0 0 31-Mar-24 31-Dec-24 In development On Target On Target VDLF STALLED SPACES FUND 0 0 0 0 0 0 0 0 0 0 0 31-Mar-24 31-Mar-26 In development On Target On Target QUARRY ROAD PHASE 2 5,209,497 5,204,719 5,209,497 0 4,778 0 0 0 4,778 0 0 Complete Complete Complete Complete Complete ACTIVE TRAVEL TIER 1 942,452 2,194,839 942,452 0 942,452 0 59,416 59,416 942,452 0 0 31-Mar-25 31-Mar-25 Various On Target On Target ACCESS PATH NETWORK PROGRAMME * 712,709 24,188 712,709 0 712,709 0 24,188 24,188 712,709 0 0 31-Mar-25 31-Mar-25 Various On Target On Target FAIRLIE COASTAL PATH 334,308 138,726 334,308 0 334,308 0 138,726 138,726 334,308 0 0 31-Dec-23 01-Sep-24 Construction On Target On Target ARDROSSAN PROMENADE 578,499 694,592 578,499 0 578,499 0 485,091 485,091 578,499 0 0 31-Mar-24 31-Dec-24 Construction On Target On Target KILBIRNIE TO KILWINNING 18,333 18,333 18,333 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete B777 CORRIDOR IMPROVEMENTS 84,569 84,569 84,569 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete NCN73 ACCESSABILITY IMPROVEMENTS 15,882 15,882 15,882 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LINKS TO EGLINTON PARK 183,874 198,666 183,874 0 95,000 0 109,793 109,793 95,000 0 0 Complete Complete Complete Complete Complete COMMUNITY BUS FUND 146,000 135,275 146,000 0 59,459 0 48,734 48,734 59,459 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target SALTCOATS OLD CAL RAILWAY PH2 47,880 47,880 47,880 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Regeneration 34,887,429 23,122,003 34,887,429 0 13,236,385 0 2,254,196 2,254,196 12,736,385 (500,000) 0 (500,000) Ayrshire Growth Deal AYRSHIRE GROWTH DEAL 0 0 0 0 0 0 0 0 0 0 0 31-Mar-26 31-Mar-26 On Target On Target AGD - I3 DPMC PHASE 1 1,000,000 0 1,000,000 0 423,749 0 (276,251) (276,251) 423,749 0 0 31-Mar-26 31-Mar-26 Delivery On Target On Target AGD - I3 DPMC PHASE 2 5,000,001 295,925 5,000,001 0 95,480 0 6,540 6,540 95,480 0 0 31-Mar-29 31-Mar-30 Feasibility On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 4,855,546 4,797,935 4,855,546 0 1,397,711 0 1,340,100 1,340,100 1,397,711 0 0 31-Oct-24 31-Oct-24 Construction On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 10,862,023 53,777 10,862,023 0 511,183 0 2,937 2,937 511,183 0 0 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & CIRCULAR ECONOMY 18,040,000 254,762 18,040,000 0 500,000 0 5,202 5,202 500,000 0 0 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - GREAT HARBOUR 14,230,849 1,128,641 14,230,849 0 1,487,013 0 109,274 109,274 1,487,013 0 0 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - IMSE 10,500,000 156,465 10,500,000 0 477,266 0 5,217 5,217 477,266 0 0 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - MARINE TOURISM ARDROSSAN 5,000,002 275,717 5,000,002 0 (60,673) 0 (60,673) (60,673) (60,673) 0 0 Complete Complete Complete Complete Complete AGD - MARINE TOURISM ARRAN 2,047,212 160,542 2,047,212 0 96,439 0 66,543 66,543 96,439 0 0 31-Mar-29 31-Mar-29 Feasibility On Target On Target AGD - MARINE TOURISM CUMBRAE 4,547,212 170,894 4,547,212 0 229,337 0 41,359 41,359 229,337 0 0 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 76,082,844 7,294,657 76,082,844 0 5,157,505 0 1,240,250 1,240,250 5,157,505 0 0 0 100
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,113 564,680 4,127,113 0 902,508 0 13,256 13,256 100,630 (801,878) (801,878) 1st Qtr 2026 1st Qtr 2026 Design On Target On Target IRVINE ENTERPRISE AREA 10,746,072 0 10,746,072 0 51,539 0 0 0 51,539 0 0 Ongoing Ongoing Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 46,242,720 20,277,201 46,242,720 0 38,586,307 0 14,351,092 14,351,092 38,410,957 (175,350) (175,350) 27-May-24 30-Apr-25 Construction On Target On Target LOW CARBON HUB 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete On Target On Target VDLF - HARBOUR MASTERS OFFICE 157,499 86,189 157,499 0 131,121 0 59,811 59,811 131,121 0 0 31-Mar-24 31-Mar-25 Design On Target On Target VDLF - I3 IRVINE ENTERPRISE 279,411 257,020 279,411 0 22,391 0 0 0 22,391 0 0 31-Mar-24 31-Mar-25 Design On Target On Target Other Growth & Investment 61,552,816 21,185,090 61,552,816 0 39,693,866 0 14,424,158 14,424,158 38,716,638 (977,228) 0 (977,228) Total Economic Development & Regeneration 172,523,090 51,601,751 172,523,090 0 58,087,756 0 17,918,604 17,918,604 56,610,528 (1,477,228) 0 (1,477,228) Completed Projects BIOMASS RETROFIT PROGRAMME 3,378,163 3,377,163 3,378,163 0 0 0 (1,000) (1,000) 0 0 0 Complete Complete Complete Complete Complete QUARRY ROAD PHASE 1 2,977,098 2,911,709 2,977,098 0 29,376 0 (36,013) (36,013) 29,376 0 0 Complete Complete Defects Period Complete Complete Total Completed Projects 6,355,261 6,288,872 6,355,261 0 29,376 0 (37,013) (37,013) 29,376 0 0 0 Total Place 341,988,204 145,981,769 341,988,204 0 105,658,552 0 30,098,758 30,098,758 104,518,190 (1,140,362) 0 (1,140,362) 101
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OTHER BUDGETS AE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Over/ (Under) Spend for 24/25 £ £ £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 8,488,702 0 8,820,276 331,574 (144,236) 0 0 0 187,338 331,574 CORE INFRASTRUCTURE INVESTMENT 2,001,000 0 2,001,000 0 2,001,000 0 0 0 2,001,000 0 Total Other Budgets 10,489,702 0 10,821,276 331,574 1,856,764 0 0 0 2,188,338 331,574 2024/25 BUDGETS CommentsProject Description TOTAL PROJECT 102
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HRA Capital Statement 2425 Appendix 2 TOTAL PROJECT CURRENT YEAR 2024/25 - Period 5 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 30 May 2024 P5 Projection Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ EXPENDITURE Council House Building Afton Court 1,335,654 653,667 1,249,898 (85,756) 0 On Target Complete Complete, project contingency not required. Ayrshire Central Site 51,235,455 2,717,081 51,235,455 0 5,709,900 158,430 4,973,026 (736,874) On Target On Target Tender award issued to Ashleigh (Scotland) Ltd. Scottish Government grant offer received and approved. Project due to commence on site prior to 31 October 2024. Project slippage to be carried forward to future financial years and reprofiled accordingly. Bourtreehill Village 9,924,743 73,717 9,924,743 0 103,797 7,852 160,000 56,203 On Target On Target Projected spend for 24/25 is for consultancy fees, utility disconnections and the demolition of Crofthead Court. Corsehillhead 2,032,906 212,599 2,032,906 0 0 0 On Target On Target Options appraisal currently being carried out for the site due to projected costs being significantly higher than previously projected. Flatt Road 20,178,000 19,634,012 19,709,046 (468,954) 0 1,795 2,895 2,895 On Target Complete Complete Fullarton Street (High Flats) 12,073,511 39,368 12,073,511 0 182,605 13,433 50,000 (132,605) On Target On Target Projected spend for 24/25 is for consultancy fees and statutory consents. Work ongoing with SEPA re site layout, therefore project has been reprofiled to future years. Garnock Academy Site 12,092,889 1,022,597 12,092,889 0 5,762,674 427,612 8,339,114 2,576,440 On Target On Target Project commenced on site 17 June 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. Garrier Court 2,335,551 2,382,239 2,348,027 12,476 0 0 On Target Complete Complete Harbourside 14,622,742 13,768,239 14,622,742 0 0 262,224 262,224 On Target Complete Complete James McFarlane Site 4,784,118 1,490,035 4,784,118 0 2,132,821 1,113,484 3,060,037 927,216 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. James Reid Site 11,820,675 862,603 11,820,675 0 2,832,082 0 (2,832,082) Significantly off target Significantly off target Project site start delayed due to non resolution of culvert maintenance issue. Kings Arms (113-115 High Street) 2,904,416 509,047 2,904,416 0 1,635,733 202,173 2,115,543 479,810 On Target On Target Project commenced on site 13 May 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 1,241,622 3,274,506 0 1,427,383 1,241,527 1,711,735 284,352 On Target On Target Projects commenced on site 15 January 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. Largs Police Station 2,769,301 1,697,509 2,769,301 0 21,157 (33,117) 21,157 0 On Target Complete Complete Montgomerie Park (Both Phases) 46,322,381 5,562,146 46,322,381 0 2,765,315 883,004 2,765,315 On Target Slightly off target Ground remediation works commenced on site March 2024 with works scheduled to complete during October 2024. Stanecastle Site 7,768,147 2,428,822 7,768,147 0 4,020,327 1,824,313 5,813,638 1,793,311 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. St Beya Gardens 3,691,052 3,689,346 3,691,052 0 1,706 1,706 0 On Target Complete Complete St Michael's Wynd 13,996,769 14,189,085 14,087,664 90,895 0 91,285 (9,747) (9,747) Slightly off target Complete Complete. Projected underspend includes credit received from Scottish Water. Nelson Street Regeneration 622,116 11,362 622,116 0 310,698 11,362 36,315 (274,383) On Target On Target Tender documentation being prepared for issue. Project delayed, works expected to start in April 25 Acquisition Houses-Open Market 1,273,080 6,764 1,273,080 0 1,273,080 6,764 1,273,080 0 On Target On Target Ukraine Buy Backs 294,758 529,935 294,758 529,935 0 Harbour Street 0 0 0 0 5,000 5,000 0 On Target On Target Options appraisal currently being carried out for the site due to projected costs being significantly higher than previously projected. Sy Mary's Primary, Largs 6,092,975 1,626,112 6,092,975 3,449,958 1,626,112 3,682,776 232,818 On Target On Target Project commenced on site 8 January 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. Internal Management Charges 1,757,259 329,990 1,757,259 0 1,489,000 329,990 1,489,000 0 On Target On Target SHIP Review Requirement (3,991,000) 0 (3,991,000) 0 (3,991,000) (3,991,000) 0 A review to be undertaken as part of the SHIP to identify options to address the reduction in Scottish Government Grant. Contingency 2,611,322 0 2,611,322 2,536,959 2,274,735 (262,224) 0 SUB TOTAL 242,308,139 84,982,365 241,744,104 (681,986) 32,199,130 8,200,777 37,331,799 0 5,142,416 (9,747) DELIVERY STATUS 103
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TOTAL PROJECT CURRENT YEAR 2024/25 - Period 5 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 30 May 2024 P5 Projection Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ DELIVERY STATUS Improvements to existing stock Wet Room - Void 248,422 96,948 386,904 248,422 96,948 358,031 109,609 On Target On Target Higher number of void replacments being projected than budgeted offset by reduction in void bathrooms Bathrooms - Void 978,665 134,956 524,790 978,665 134,956 444,689 (533,976) On Target On Target Lower number of void replacments being projected than budgeted Wet Room - Planned 66,246 0 66,246 66,246 66,246 (0) On Target On Target Bathrooms - Planned 141,069 49,544 141,069 141,069 49,544 141,069 0 On Target On Target Electrical Rewiring 172,236 141,700 222,869 222,869 141,700 222,869 0 On Target On Target Additional units required in year. Heating 1,916,920 632,729 1,814,021 1,814,021 632,729 1,814,021 0 On Target On Target Number of units requiring full central heating replacments is less than anticipated. Kitchens 1,523,166 294,143 1,523,166 1,523,166 294,143 1,523,166 0 On Target On Target Kitchens - Void 1,497,340 299,442 1,041,824 1,497,340 299,442 962,948 (534,392) On Target On Target Lower number of void replacments being projected than budgeted Roofing 755,136 39,934 733,500 733,500 39,934 885,179 151,679 On Target On Target Wallfloor rendering 452,189 (351,359) 246,000 246,000 (351,359) 246,000 0 On Target On Target EWI 677,882 0 916,000 916,000 1,476,000 560,000 On Target On Target Additional addresses requiring EWI works. Window Replacement 529,935 529,935 411,008 411,008 529,935 529,935 118,927 On Target On Target Saltcoats MSF Investment 466,625 5,707 466,625 466,625 5,707 466,625 0 On Target On Target Smoke Detector Programme 241,682 56,459 241,682 241,682 56,459 151,689 (89,993) On Target On Target Energy Efficiency 1,414,745 0 0 0 0 0 On Target On Target Path Finder Project 500,000 0 100,000 100,000 50,000 (50,000) On Target Significantly off target Awaiting outcome of SHNZS consultation to progress Solar Panels 3,527,859 (453,840) 2,895,000 2,895,000 (453,840) 2,939,000 44,000 On Target On Target HRA Slippage (3,085,000) 0 (3,085,000) (476,496) (476,496) 0 SUB TOTAL 15,110,117 1,476,299 11,730,704 0 12,025,117 1,476,299 11,800,972 0 174,613 (398,758) Other Capital works Estate Based Regeneration 1,453,809 66,198 1,453,809 1,453,809 66,198 1,060,233 (393,576) On Target On Target Lift Replacement 454,000 0 150,000 150,000 150,000 0 On Target On Target Contract being re-tendered Sheltered Housing Units 828,944 871,024 828,944 828,944 871,024 1,450,006 621,062 On Target On Target SUB TOTAL 5,105,723 2,640,492 4,158,571 (643,152) 2,432,753 937,222 2,660,239 0 227,486 0 Total Expenditure 247,413,862 87,622,857 245,902,675 (1,325,138) 46,657,000 10,614,298 51,793,010 0 5,544,516 (408,505) Income Affordable Housing Contributn (394,000) (394,000) CFCR (11,492,000) (11,492,000) Capital Grants (11,880,000) (4,407,202) (11,880,000) Prudential Borrowing (21,747,000) (26,323,010) 0 (5,544,516) 968,505 Reduced borrowing required to reflect rephasing and projected underspends Use of Reserves (544,000) (1,104,000) (560,000) Utilisation to support EWI additional properties Sale of Assets 0 (1,562) Other Capital Income (600,000) (600,000) Income from Vacant and Derelict Land Fund (VDLF) in relation to Kings Arms SUB TOTAL Total Project Expenditure 247,413,862 87,622,857 245,902,675 (1,325,138) 46,657,000 10,614,298 51,793,010 0 5,544,516 (408,505) Total Project Income (46,657,000) (4,408,764) (51,793,010) 0 (5,544,516) 408,505 Total Net Expenditure 0 6,205,534 0 0 0 (0) Check Total On Target (+0.5% of budget) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) The following classifications have been used to highlight financial performance against budget 104
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: Cost of Living Support Update Purpose: To provide a further progress report on the response to the cost- of-living crisis. Recommendation: Click here to enter text.It is recommended that Cabinet: a) Notes the progress the Council has made in the development and delivery of support in relation to the cost- of-living crisis and towards the Council Plan priority of a wellbeing economy; and b) Agrees to the provision of future updates through the Council’s performance management system and the annual Community Planning Partnership performance report. 1. Executive Summary 1.1 Addressing poverty and inequalities is a key priority for North Ayrshire Council. The Council continues to develop and deliver a range of supports to mitigate the impacts of the current cost-of-living crisis for residents. 1.2 Previous progress reports have been presented to Cabinet during 2022 and 2023. This latest report provides a further update on the current activity relevant to the cost-of-living crisis and proposed next steps, along with actions taken to support the delivery of the Council Plan priority of a wellbeing economy, and finally proposals to mainstream future cost-of-living support reporting through the Council’s performance management reporting system and annual Community Planning Partnership performance report. 2. Background 2.1 The ongoing cost-of-living crisis has resulted in a series of challenges for residents, communities and businesses in North Ayrshire. Since 2022, the ongoing recovery from the coronavirus pandemic, conflict in Ukraine and economic unpredictability, compounded by the energy crisis, increased inflation and increased interest rates, has resulted in higher household prices which have created hardship and financial exclusion, including for North Ayrshire residents. 2.2 Between September 2022 and March 2023, the UK experienced seven months of double-digit inflation which peaked at 11.1 per cent. Inflation has now returned to a more normal rate of 2.2% in the 12 months to August 2024 according to the Office for Agenda Item 6 105
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National Statistics (ONS). However, this does not mean that prices for goods and services have fallen but rather that the costs are rising more slowly than they have been. This means that households continue to face unprecedented financial pressures. 2.3 The International Monetary Fund has upgraded its forecast for UK economic growth in 2024 from 0.5% to 0.7%. In July it reiterated its forecast of 1.5% growth in 2025. Interest rates, which had peaked at 5.25% for many months, are now at 5% with further potential rate cuts being seen as possible at the next meeting of the Bank of England in November. However, the developing conflict in the Middle East and uncertainty over potential impact on oil prices means economic unpredictability remains. 2.4 Against this backdrop, the cost of living remains challenging for many residents of North Ayrshire. The latest ONS update in May 2024 showed that employment rates (70.3%) had decreased compared to the previous year (71.3%) and were lower than across Scotland as a whole in the year ending December 2023. Levels of economic inactivity, which means those not in employment but not seeking work such as retired people, those caring for others or people who are unable to work due to sickness and disability, were 27.7%, a rise from 25.2% in the previous year and again higher than the Scottish average of 22.5%. This is partly due to the demographics of an aging population in North Ayrshire. 2.5 The rate of people claiming unemployment related benefits dropped slightly from 4.6% in March 2023 to 4.4% in March 2024. 2.6. In June 2022, Cabinet agreed to set up a new Board, chaired by the Leader of the Council and comprising senior NAC officers, representatives of the Third Sector Interface and NHS Ayrshire and Arran to tackle child poverty. With the escalation in cost-of-living concerns this board was expanded to oversee the Council’s response to the cost-of -living crisis. The strategic approach to the themes in relation to child poverty and cost-of living were identified by the Board and explored in conjunction with Community Planning partners, third sector representatives and residents. 2.8 In light of the ongoing importance of the work, the CPCOL Board recommends that it should be mainstreamed as a workstream of the Community Planning Partnership (CPP), recognising its responsibility to share resources and to improve equality of outcomes. This change will include the development of a new and robust governance framework for work around both child poverty and cost of living interventions. It proposed that future reporting on progress will be captured through regular updates on specific programmes of work using the Council’s Pentana performance management system and reported through the CPP’s annual performance reporting. The CPP representatives will participate in regular topic-based sessions which will focus on specific areas of interest. Elected members will be further kept up to date through regular items in North Ayrshire News highlighting any specific projects and pieces of work. 2.8 The Council’s three-year Child Poverty Strategy was presented to Cabinet in June 2023.The first yearly progress report was published after Cabinet approval on 27 August 2024. The progress report highlights action that has been taken throughout 2023 and 2024, based on the three key drivers of child poverty - income from employment, income from social security and the cost of living. 106
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2.9 The Council has made substantial investments in tackling child poverty and the cost- of-living crisis. This paper provides an update on present funds and related activity as detailed in Appendix 1. 2.10 The themes which work focuses on are Energy Advice and Support; Food, Clothing and Essentials; Finance and Benefits; Children and Families; Health and Wellbeing; Business and Community (including transport for work); Support for Communities and Workforce Wellbeing. 2.11 Energy Advice and Support is a key area of focus given the ongoing cost of utilities, the rise of the price cap in October 2024, and recent decision-making in relation to the Winter Fuel Payment. The Council’s Energy Smart scheme has continued to evolve and provides three key elements to support residents: • Free and impartial energy efficiency advice through the Home Energy Scotland (HES) helpline. A partnership with the Energy Agency (a charitable organisation appointed by Scottish Government to manage the HES programme) was launched on 19 September 2022 and 8,750 North Ayrshire households have received energy advice since that date to help lower their bills. • The Energy Smart Emergency Support scheme launched on 31 October 2022 to provide financial assistance over the winter periods, in the form of a crisis payment. The allocation of support payments is as follows: o 2022/23 - £441k to 1,489 households o 2023/24 - £192k to 1,200 households o 2024/25 - £342k available Posters and awareness materials are provided to various locations including food larders, libraries, community centres, GP surgeries, churches and community shops, information is shared with schools via head teachers, and to Council employees through message on payslips. Display screens in libraries and offices are also used to promote the scheme. • The creation of a £1.726 million fund to carry out home improvements to improve energy efficiency and reduce energy bills has enabled the appointment of an installation contractor. The scheme offers roof insulation, cavity wall insulation, floor insulation, LED bulbs, draft proofing, temperature controls, and/or electric storage heating. Households where the home is owned or is privately rented and have income of £43,662 or less can qualify. Additionally, there are other energy saving support methods households can utilise: • The ‘ECO4 Flex’ and ‘Great British Insulation Scheme’ offer multiple insulation and decarbonisation measures. Qualifying private households must meet the criteria such as SAP band D to G and household gross income less than £31.000. • The ‘Heat and Energy Efficient Scotland - Area Based Scheme’ is Scottish Government led and includes insulation and decarbonisation measures. Households in fuel poverty, in deprived areas, with Council tax band A-C will qualify. 107
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2.12 Examples of other key areas of progress include: • The development of the No Wrong Door approach where all Council staff are encouraged to ensure residents reach the support and advice which they need continues to be developed. Actions include the development of a lanyard card with the Customer Services number on it which will slide into staff lanyards behind their ID. These can also be kept in car glove boxes, laptop bags, kit bags etc. The lanyard card is for colleagues to hand over to clients/residents they meet who ask how to access Cost-of-Living support. Trials of the approach are being held by some Care at Home teams and schools. A No Wrong Door Toolbox Talk has been created to help managers explain the approach to teams. A video was also created to help managers explain the policy to staff. • A total of 10,000 Cost of Living information leaflets have now been distributed to venues across North Ayrshire. These are now in a range of places and venues, including community centres, libraries, GP surgeries, KA Leisure venues, schools and community larders. The aim of the leaflets is to get information to the most hard- to-reach people in our communities. There is also a digital version of the leaflet which is available. • Ongoing information/features/videos/graphics are posted on social media channels on helpful issues like employability support, the free reusable nappy scheme, benefit and grant advice, the Fairer Food network, free family activities and national campaigns including Challenge Poverty Week during October 2024. • Largs Food Hub opened in February 2024 and Millport Community Shop opened in July 2024, taking the total to 16 larders across the authority and a supported Waste Food Café model on Arran. Work is ongoing to support the IMC Project who operate a Community Fridge in Saltcoats, to become part of the Fairer Food Network and receive financial support. • Extension of the £50 early years clothing grant for eligible families. • Expansion of the Winter Warmer Breakfast initiative in secondary schools for 2024/25. This is a service which has been offered over the last two winter periods and is free to all secondary school pupils. 2.13 While the focus of this report is primarily on the response to the cost-of living-crisis, that programme of work operates hand-in-hand with our child poverty interventions (see paragraph 2.8 above) and should also be viewed in the wider context of our strategic priority to transition to a wellbeing economy. 2.14 Some of the wider actions taken to progress our Wellbeing ambitions and contribute to action on child poverty and the cost-of-living agenda include: • During 2023/24 our Money Matters Team supported residents to access £20,081,590 in financial gains from 5,739 referrals. • We are funding two additional School Welfare Rights Officers providing financial advice and assistance to parents and carers. This is based on strong evidence, 108
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with our current School Welfare Rights Officer obtaining £560,509 for secondary school parents during 2023/24. This is an average of £5,387 per referral. • 20,037 young people have a valid Young Scot National Entitlement Card (NEC) in North Ayrshire. This represents 90% of the estimated population of 11 to 25 year olds in the area. This is a high level of uptake and enables access to free bus transport and a range of discounts on products and services. • Active Schools’ extracurricular clubs are free of charge across all school settings, supporting over 9,000 young people across the last year to be active. • All eight mainland Secondary Schools now have access to mentoring services following the successful recruitment of MCR Pathway Co-ordinators with discussions in progress to deliver the service to Arran High School. • Our Community Investment Fund has approved funding for 13 applications over the year, totalling £721,912. • To date, 53 council assets are now owned, leased or managed by community groups. • As part of a circular economy approach, 2,015 households were assisted to furnish their homes in North Ayrshire due to our bulky waste reuse partner Cunninghame Furniture Recycling Company collecting and processing reusable items such as mattresses and furniture. • As part of our ‘No Wrong Door’ approach, we have created a new streamlined customer referral process. This new process will ensure that customers only share their information with us once and are directed to the most appropriate service provider (internal council services and external support services). • We were recently successful in our bid to participate in the Scottish Government’s Fairer Futures Partnership (FFP) (the next phase of the Child Poverty Pathfinder) aligned to our no wrong door and single shared assessment work noted above. 2.15 Real lived experience remains at the heart of the design of policy and activities. A Parent Group has been established in Employability and a Champion’s Board network of over 30 care experienced young people has been developed. This is in addition to established approaches such as our Joint Cabinet (attended by 110 young people). 2.16 Going forward, alongside continued development and delivery of the range of support at Appendix 1 to embed delivery as business-as-usual, key areas of focus will include: • ensuring residents can access available Cost-of-Living support quickly • improving out-of-school care provision; and • improving the data that is gathered on the six priority groups of families so that support resources can be better targeted 3. Proposals 109
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3.1 It is recommended that Cabinet: a) Notes the progress the Council has made in developing support in relation to the cost- of-living crisis and towards the Council Plan priority of a wellbeing economy; and b) Agrees to the provision of future updates through the Council’s performance management system and the annual Community Planning Partnership performance report. 4. Implications/Socio-economic Duty Financial 4.1 None – all work is financed through previously agreed funding streams or existing resources. Human Resources 4.2 None. Legal 4.3 The Council has a duty to produce a Child Poverty Strategy and Report and to ensure that inequalities are addressed and outcomes improved through its work, including its Community Planning Partnership work. Equality/Socio-economic 4.4 This workstream is centred on reducing inequalities. Mainstreaming to the CPP aligns it with their overarching objective to tackle inequalities. Climate Change and Carbon 4.5 Energy Smart advice not only helps residents to reduce their utilities bills but also to reduce their use of energy potentially reducing carbon emissions from their household. Key Priorities 4.6 The proposals within the report help to deliver the North Ayrshire Council Plan priority of Wellbeing through ensuring that people have access to the support and advice they need. Community Wealth Building 4.7 This work supports the principles of Community Wealth Building by increasing the money in local residents budgets and communities through maximising income. 5. Consultation 5.1 Our work around the cost of living is co-designed with our partners, communities and those with lived experience. 110
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David W. Hammond Executive Director, Communities and Housing For further information please contact Rhonda Leith, Head of Service, Connected Communities, on Insert author’s phone number. Background Papers Appendix 1 – Cost of Living Progress Update October 2024 111
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: North Ayrshire Council Community Learning and Development Plan 2024-2027 Purpose: To seek approval of the North Ayrshire Council Strategic Community Learning and Development Plan 2024-2027 Recommendation: That Cabinet: a) Approves the North Ayrshire Council Strategic Community Learning and Development Plan 2024-2027 at Appendix 1; and b) Authorises officers to take forward the year one Outcome Plan with a view to targeting resources to address the identified unmet needs. 1. Executive Summary 1.1 The North Ayrshire Council Strategic Community Learning and Development (CLD) Plan 2024-2027 was developed in accordance with the Education Scotland guidance and the continued engagement and professional guidance from CLD Managers Scotland. 1.2 This CLD Plan (Appendix 1) builds on the previously refreshed plan of 2021-2024. Key themes have been identified and commitments made to the communities of North Ayrshire which will be realised throughout the three-year life of the plan and year one outcome plan. 1.3 The CLD Plan makes a commitment that communities of North Ayrshire, communities of place and communities of interest, will have access to the CLD support they need. It has been informed through consultation and engagement with communities where needs have not been met. These are included in the action plan, with a clear focus of action to close the gap between need and delivery. 1.4 Adult Learning, Youth Work and Capacity Building are the foundation of the CLD Plan, with themes of health and wellbeing, Community Wealth Building and workforce development woven in. It also covers inequalities and the targeting of resources, as well as describing unmet need and governance. An Outcome Plan for year one is included. 1.5 This CLD Plan has been developed through a co-production approach, as outlined in the process section. This includes the development of a Equality and Children’s Rights Impact Assesment. The voice, experience and aspiration of communities, partners and staff is the scaffold on which this plan has been built. Agenda Item 7 113
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2. Background 2.1 In June 2012, the Scottish Government issued Strategic Guidance for Community Planning Partnerships (CPPs) on the provision of Community Learning and Development (CLD) services. This guidance was followed by the CLD Regulations (Scotland) in 2013, which placed a legislative duty upon local authorities to develop a three-year Strategic CLD Plan. 2.2 The Scottish Government introduced further legislation in 2015 in the form of the Community Empowerment (Scotland) Act, designed to give greater powers to local communities and by December 2016, new guidance was published as part of the Act which placed CPPs on a statutory footing and imposed a duty on them for the delivery of a local outcomes improvement plan (LOIP), with the involvement of community bodies at all stages of community planning. 2.3 The CLD plan should provide a framework to empower people of all ages, individually and collectively, to make positive changes in their lives and in their communities, through learning, personal development and active citizenship. 2.4 The proposed CLD Plan at Appendix 1 is informed by the learning from North Ayrshire’s Education Scotland CLD progress visit, which took place in October 2023, and the recently published ‘Learning: For All. For Life.’ Report which sets out the findings and recommendations of the national review of CLD led by Kate Still. The CLD Plan has been developed according to the Education Scotland guidance and the continued engagement and professional guidance from CLD Managers Scotland. Throughout the plan, key themes have been clearly identified and commitments made to the communities of North Ayrshire. These commitments will be realised throughout the life of the plan, with recognition that the levels of delivery will differ from year to year, and an annual action plan will be created to reflect this. 2.5 There is an expectation that the CLD plan will recognise the integration and impact of CLD practice across services within the local authority area. This work will include services provided by the CLD workforce employed and volunteering within the local authority, as well as CLD provision within schools, colleges, third sector organisations and other community planning partners. In summary, the expectation is for education authorities to: • Co-ordinate the provision of community learning and development with stakeholders; • Describe the actions that will be taken to provide and coordinate community learning and development between 1 September 2024 and 31 August 2025; • Describe the actions of partners for the provision of community learning and development from 1 September 2024 to 31 August 2025; and • Describe any needs for providing community learning and development that will not be met between 1 September 2024 to 31 August 2025. 2.6 The development of the CLD Plan requires a collaborative approach to the delivery of CLD in Scotland’s communities, schools, colleges and third sector organisations. This requires coordination in the delivery of CLD practice across the local authority area and consultation with partners and learners in communities, schools, colleges, third and voluntary sector organisations with a particular emphasis on people who are vulnerable or marginalised. This CLD Plan has been developed in a co- production approach which is evident and detailed in the process section. The voice, experience and aspiration of communities, partners, staff and volunteers is the scaffold on which this plan has been built. 114
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2.7 Reducing inequalities and ensuring no one is left behind are integral to achieving the equity focus of the plan. CLD provision is targeted to those most in need whilst ensuring communities also have a universal offer of access to learning opportunities and activities. This is achieved through a partnership approach and empowering communities and individuals to have their place within the delivery of services. The CLD Plan brings together the range of partners necessary to address the inequalities and the governance of the plan ensures the voices, needs and aspirations of the communities inform the operational delivery and targeting of resources. 2.8 The needs of the workforce will inform the future work of the Leadership Collective, North Ayrshire’s community-based adult learning and capacity-building programme, which is developed and delivered with partners and learners. The Leadership Collective provides the opportunity for access to training and learning opportunities, to partners, community learners and volunteers, ensuring they are equipped with the skills and knowledge to develop their practice. Increased community activity relating to Community Wealth Building, community asset transfer, community food networks, participatory budgeting and the Community Investment Fund add new contexts for skills and learning development. This adds pressure on the workforce’s skills and capacity, which is monitored through existing structures. 2.9 The priorities for Community Wealth Building, including proactive engagement with our communities and Third Sector organisations to provide a voice within CWB activities to develop, co-produce and maximise CWB opportunities, are also a focus of each of the three domains of practice of CLD (youth work, adult learning and community development) and outlined in the CLD Plan at Appendix 1. 2.10 Particular achievements from the previous CLD Strategic Plan, covering the period 2021 – 2024, include the development of work with older people and in particular the Older People’s Voice network, as well as a range of targeted learning activities for older people mostly based within the sheltered housing engagement hubs. In addition, the ongoing development of the North Ayrshire Fairer Food Network, providing a dignified and community led response to food insecurity, has helped ensure our most vulnerable are supported not only with their basic needs but with access to a range of support and learning opportunities. 2.11 The purpose of CLD is to enable people to identify their own individual and collective goals, to engage in learning and take action to bring about change for themselves and their communities. The Strategic Plan indicates the priorities which will enable us to do this at a North Ayrshire level. Within the first year of the plan, outcomes have been identified which will help to meet the priorities. Delivery of these outcomes will be developed alongside our partners, learners and communities with the strategic plan underpinned by locality plans, team plans and individual staff action plans reflecting the specific needs of each community to help them achieve their potential. This governance approach of shared and localised co-design of services was highlighted in the Education Scotland Progress Visit of September 2023 as ensuring that services are responsive to local need. 2.12 In addition to the priorities, key areas of unmet need have been identified through community engagement with learners, partners and informed by the area for recommended by the Education Scotland CLD progress report of the CLD plan in October 2023. These are: • Pathways for Learning • Establishing new protocols and processes for data sharing by introducing a new management information system • The celebration of community achievement in CLD events and awards 115
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2.13 Six monthly performance reports on the delivery of the plan will be provided to the Community Planning Senior Officers Group. Annual reports will be reviewed by the Community Planning Board and the six Locality Partnerships. 3. Proposals 3.1 That Cabinet: a) Approves the North Ayrshire Council Strategic Community Learning and Development Plan 2024-2027; and b) Authorises officers to take forward the year one Outcome Plan with a view to targeting resources to address the identified unmet needs. 4. Implications/Socio-economic Duty Financial 4.1 The CLD Plan is delivered from within existing resources, with some additional support for English to Speakers of Other Languages (ESOL) to support New Scots. Human Resources 4.2 There are no direct human resource implications for North Ayrshire Council staff, who continue to work within locality approaches to deliver across the three domains of adult learning, youth work and capacity building. The needs of the workforce will be addressed via the Leadership Collective to ensure that the workforce is equipped with the skills and knowledge to develop their practice. The pressure of increased community activity and corresponding support needs on the workforce’s skills and capacity will be monitored through existing structures. Legal 4.3 None. Equality/Socio-economic 4.4 Reducing inequalities and ensuring no one is left behind are integral to achieving the equity focus. CLD provision is targeted to those most in need whilst ensuring communities also have a universal offer of access to learning opportunities and activities, this achievable by the partnership approach, through empowering communities and individuals to have their place within the delivery of services. The CLD Plan brings together the range of partners necessary to address the inequalities and the governance of the plan ensures the voices, needs and aspirations of the communities inform the operational delivery and targeting of resources. Environmental and Sustainability 4.5 Environmental and sustainability issues provide opportunities for skills and learning development. With rich and diverse spaces, North Ayrshire offers opportunities for involvement in marine, coastal and woodland activities; tree-planting; growing and food production; and community environment projects. 116
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Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan priorities: • Wellbeing through helping people to develop connections and networks which encourage their resilience. • Communities and Local Democracy through supporting communities more opportunities to lead in local decision making such as participatory grant making. • Climate Change – achieving net-zero by 2030. • A Sustainable Council through encouraging young people, adults and communities to articulate their priorities and assist with focusing our resources where they matter. Community Wealth Building 4.7 The applications support the following pillars of community wealth building: • Creating volunteering and skills development opportunities; • Sustaining local employment through skills development; • Advancing community enterprises, such as food pantries, community centre ownership and community sports clubs; and • Advancing local ownership of underused land and buildings. 5. Consultation 5.1 The consultation is outlined in the plan, with the learner at the centre, involvement across all Locality Partnerships and Locality Forums, and a "co-define, co-design and co-deliver" model. This has been established in partnership with the Consultation Institute and in line with the National Standards for Community Engagement. The Community Engagement Network (CEN) is hosted by North Ayrshire Community Planning Partnership and meets quarterly. It is the community engagement reference group for this toolkit/hub, support and development forum for the Engagement Champions and a networking opportunity for all partners involved in community engagement. Engagement Champions are representatives from all partners, departments or organisations. 5.2 The requirements of the CLD Plan were outlined to all six Locality Partnerships in June 2024, along with a draft process and draft stakeholder mapping. A stakeholder reference group was established, identifying consultation and focus groups. A joint approach of targeted and universal engagements for learners was agreed and implemented. 5.3 Work continued to promote engagement through the Consul platform as a digital engagement tool and was supported by the development of an animation. A workforce survey was carried out and case studies and equality impact assessment created. One of the key priorities through out this work was the use of plain English and Dyslexia Scotland have supported the drafting of the plan. 5.4 Participants involved in youth work, adult learning and community capacity across 117
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the six localities of North Ayrshire took part in workshops and engagements. This included the Adult Learners Voice and the Youth Participation Engagement Structure. The results of both the targeted and universal consultation enabled the identification of gaps and feedback on the priorities which ultimately informed the plan. David W. Hammond Executive Director of Communities and Housing For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: North Ayrshire Council Strategic Community Learning and Development Plan 2024-202 118
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STRATEGIC COMMUNITY LEARNING AND DEVELOPMENT PLAN 2024 - 2027 Appendix 1 119
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04 Foreword 06 Introduction 08 What is Community Learning and Development? 10 North Ayrshire context 12 Learning from the previous plan 14 Creating the Plan 16 Third Sector Chief Officers Group 18 North Ayrshire policy context 22 Connected Communities in Locality Planning 24 Profile of communities in North Ayrshire 28 Community engagement and volunteering 32 Community Wealth Building 36 Health and Wellbeing 38 Workforce Development 54 Targeting Unmet Need within North Ayrshire 42 The North Ayrshire CLD domains of practice priorities I. Youth Work II. Community Capacity Building and Community Development III. Adult Learning 52 Governance of the Plan & Quality Assurance 55 Conclusion 58 Outcomes for year one Index 65 Documents and policies 120
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I am delighted to present the North Ayrshire Council Strategic Community Learning and Development (CLD) Plan 2024 to 2027, which builds on the refreshed 2021 to 2024 plan. CLD services and approaches have never been so evident across council services and partnerships. The CLD approach led the way in terms of our response to the COVID-19 pandemic, with the establishment of community and locality hubs supporting local people in response to their communities' needs. In a North Ayrshire Council context, the CLD service sits within Connected Communities within the Communities & Housing Directorate. The planning and delivery of CLD approaches and provision is jointly planned with our Information and Culture teams, which incorporates Active Schools and Outdoor Education. Recruiting and supporting volunteers, ensuring communities had access to essentials such as food and medicine and access to specialist services, the CLD team in North Ayrshire quickly adapted to delivering services through a digital platform and led the way in terms of creating Virtual Community Centres. The learning from the CLD response has informed this plan and our services as we move forward. I would like to personally thank all the learners, including young people and our partners, for their support and influence in shaping this strategic plan and for your commitment to ensuring communities have access to CLD services that they need, supporting us to be able to identify the gaps. As we move forward, we know that targeting resources where they are most needed is an important part of equitable planning, and here in North Ayrshire, we know that this vital planning is based on the lived experience of our communities. Foreword North Ayrshire Council Leader Marie Burns The previous plan made commitments to ensure that learners and participants' voices were central to the CLD planning process. This commitment has been realised in this plan and is evident in the approach to its development. Built upon the principles of co-production we, as a Council, have emphasised the Customer to Citizen journey and our Child Centred Council culture. 04 05 Marie Burns 121
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In June 2012, the Scottish Government issued Strategic Guidance for Community Planning Partnerships (CPP) on the provision of CLD services. This guidance was followed by the CLD Regulations (Scotland) in 2013, which placed a legislative duty upon local authorities to put in place a three year strategic CLD plan. This plan will build on the previously refreshed plan of 2021 to 2024. It is informed by the learning from the COVID-19 pandemic in terms of response and needs. It has been developed in line with the Education Scotland guidance and the continued engagement and professional guidance from Community Learning Development Managers Scotland (CLDMS). Throughout the plan we have identified the key themes and have made commitments to the communities of North Ayrshire. Commitments that will be realised throughout the life of the plan with recognition that the levels of delivery will differ from year one to years two and three. We make the commitment that communities of North Ayrshire, communities of place and communities of interest, will have access to the CLD support they need. We have identified, through consultation and engagement with our communities, where needs have not been met and they have been included within the action plan, with a clear focus of action to close the gap between needs and delivery. All provision aims to be free at the point of access for all learners. This plan has been developed through a co-production approach, which is evident and detailed in our process section. The voice, experience and aspiration of communities, partners and staff is the scaffold on which this plan has been built. Throughout the plan we will use the terms ‘Learners’ and ‘Communities’. These terms are all encompassing and reflect all our citizens of North Ayrshire. Introduction Executive Director Communities & Housing The Government introduced further legislation in 2015 in the form of the Community Empowerment (Scotland) Act, designed to give greater powers to local communities, and by December 2016, new guidance was published as part of the Act which placed CPPs on a statutory footing and imposed a duty on them for the delivery of a Local Outcomes Improvement Plan (LOIP), with the involvement of community bodies at all stages of community planning. 06 07 David Hammond 122
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Youth Work Supporting young people in their personal and social development through various programmes and activities. There are three domains of practice within the CLD context: Adult Learning Providing opportunities for adults to enhance their skills, gain qualifications and engage in lifelong learning. 08 09 Community Development / Capacity Building Empowering communities to take collective action on issues that matter to them, fostering social inclusion and community cohesion. What is Community Learning and Development? Community Learning and Development (CLD) is a field of professional practice that enables people to identify their own individual and collective goals, to engage in learning, and take action to bring about change for themselves and their communities. CLD uses a range of formal and informal methods of learning and social development with individuals and groups in their communities. The Scottish Government’s National Performance Framework sets out the strategic objectives for all public services, including those delivering CLD. Within this CLD’s specific focus is to improve life chances for people of all ages through learning, personal development and active citizenship creating stronger, more resilient, supportive, influential and inclusive communities. The recent report on the idependent national review of CLD led by Kate Still, "Learning: For All. For Life." identified tha there is strong evidence showing that CLD is delivering positive outcomes and improved life chances for marginalised and vulnerable learners. In North Ayrshire, CLD provision contributes to raising attainment for our young people, supporting communities in tackling poverty related issues, delivering community led regeneration initiatives, integrating New Scots into our communities and improving health and wellbeing for residents, as well as other outcomes. 123
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Community Learning and Development in North Ayrshire CLD practitioners work in partnership with local authorities, voluntary organisations, and other agencies to deliver these services, ensuring they meet the needs of the community. The desired outcome is to enable individuals and communities to achieve their full potential and contribute positively to society. Community Learning and Development (CLD) in North Ayrshire focuses on improving the quality of life and opportunities for individuals and communities. It encompasses a wide range of activities and services that aim to support lifelong learning, personal development and active citizenship. The lead responsibilities within the local authority for the CLD regulations and developing a new plan sit with the Communities and Housing Directorate, Connected Communities. However, the work is very much led and driven through the Community Planning Partnership and its robust structures, incorporating the six Locality Partnerships. The authority has a vibrant and well established third sector who deliver key components of the CLD offer, working in partnership with the CLD Locality and Thematic Teams. 10 11124
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Learning From The Previous Plan Review of unmet need within the CLD Strategic Plan 2021 to 2024 Through a process of community engagement with learners, partners, staff and volunteers we have reviewed the unmet need in our CLD Strategic Plan 2021 to 2024. Good progress has been made across the three previously identified priorities of unmet needs. Creating an engagement and participation structure for older people There has been an increase in provision for older people across North Ayrshire, utilising the engagement hubs within amenity housing complexes. The Discovery Award across localities, a refresh of Older People’s Forums and an Older People’s Conference have been introduced. The structure is now well established and has a representative Executive Group to ensure the voice, experience and aspirations of older people informs service delivery with an annual Older People's Conference now established. Addressing the digital gap Funding was identified and, through a process of engaging with Community Associations and community groups, a digital grant was created to ensure that appropriate resources were available to our community partners. A programme of training was delivered, including cyber awareness, to ensure safe use of equipment. Young people are supported to gain qualifications and learn invaluable information on cyber resilience, digital literacy and digital employability skills. Libraries in partnership with third sector providers provide a comprehensive programme of digital learning, which is now established as a core programme. Implementing the engagement hub and toolkit resources All resources were refreshed and tested to ensure they were fit for purpose, both in content and accessibility, and will feature within the refreshment of the Community Planning website. The Community Engagement Network (CEN) is an active and robust network hosted by North Ayrshire Community Planning. It plays a key role in the promotion and monitoring of the toolkit and the hub, which supports the resources. The development of a forum for the Engagement Champions has provided a networking opportunity for all partners involved in community engagement. Additional toolkits and resources have been co-produced, including a Good Governance Toolkit for community organisations, a refresh of the community contract for Community Associations, and the Community Association Handbook. 12 13 IT Computer Group Dragged kicking and screaming into the world of Information and Technology. Our tutor is so patient and understanding. Love this group.” “ 125
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Creating the Plan The creation of the North Ayrshire CLD Strategic Plan, and the Action Plan for year one, has been informed by the findings of the Education Scotland Progress Visit 2023, in which the areas recommended for development have informed the identification of unmet need and subsequent actions for this plan. The plan has benefited from the findings and recommendations from ‘Learning For All For Life’, a report from the Independent Review of Community Learning and Development (CLD). There has been a co-production approach to the creation of the plan, including a review of the priorities. Setting the priorities for year one actions and a focus on viewing data and learning from the unmet need from the previous plan, ensures ownership across partners, learners, staff and volunteers. As identified in the progress visit report, CLD practices and principles are embedded within the work of North Ayrshire Council and the Community Planning Partnership. Therefore, the production of the plan followed the route map used in creating the CLD Strategic Plan 2021 to 2024. In June 2024, all six Locality Planning Partnerships and the Community Planning Board were informed of the requirements for a refresh of the CLD Strategic Plan. An online questionnaire was created to gather views of partners for the refresh of the plan. All groups undertook a review of the key priorities of the CLD strategic Plan 2024 to 2027. The following groups were part of this evaluative conversation to focus on the previous priorities, ensuring that they continue to be reflective of our communities’ needs and aspirations. Young People New Scots Older People North Ayrshire Federation of Community Associations North Ayrshire Fairer Food Network Equalities Forum 14 15126
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Third Sector Chief Officers Group The Third Sector Chief Officers Group also played a key role as our critical friend, providing guidance and sharing their experiences of how the Action Plan will inform their organisations’ delivery. The relationship with our Third Sector Interface is robust and the joint approach to community-based delivery of the CLD provision maximises the resources available. Many staff and volunteers were involved in focus groups, and online questionnaires helped identify priorities and gaps in workforce development with the recommendations from the Learning for Life report providing additional guidance. CLD staff and partners are committed to the highest standards of consultation and community engagement, which has been supported by our continuing relationship with the Consultation Institute and in accordance with the National Standards developed by the Scottish Government. Following this model fulfils our promise of a high level of community and partner engagement. Co-Defining the plan: Identification of assets, issues and opportunities e.g. using the family resilience profiles, other partner data and community assets. Co-Delivering the plan: Agree the actions to be contained within the Plan with learners/communities and other stakeholders, implement the Plan and review the impact of the Plan. Co-Designing the plan: Considering and preparing the response in relation to the findings with learners/communities and other partners. 16 17127
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North Ayrshire Council Plan The 2023 - 2028 Council Plan outlines how we will deliver the priorities of our communities during the next five years. It was developed alongside North Ayrshire communities and outlines our four key priorities: Wellbeing – to transition to a wellbeing economy, delivering prosperity, wellbeing, and resilience for local people. Communities and Local Democracy – we will have active, inclusive and resilient communities. Climate Change – achieving net-zero by 2030. A Sustainable Council – a Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. This plan draws from and links to a wide range of national and local policies, drivers and plans. They are intrinsically linked and inform the identification of the priorities, our delivery, evaluation and governance. North Ayrshire Policy Context The Local Outcomes Improvement Plan (LOIP) sets out what we want to achieve together as a Community Planning Partnership (CPP) in North Ayrshire. It is a binding plan on all community planning partner organisations and will influence how all partners operate locally. It is a requirement under the Community Empowerment (Scotland) Act 2015 to create these plans. It will deliver on our vision of “North Ayrshire – Fair for All” and has three key themes: Wellbeing – We will address inequalities. We will promote children and young people’s wellbeing. We will enable community wellbeing. Work – We will increase employment. We will develop volunteering. We will better support our young people. World – We will work together to reduce carbon emissions and mitigate the impacts of climate change. We will increase active travel. We will increase carbon literacy within our organisations and communities. This is supported by Thematic and Partner Plans, including the North Ayrshire Council Plan. 18 19128
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National Community Empowerment (Scotland) Act 2015 Strategic Guidance for CPPs: Community Learning and Development 2012 Adult Literacies in Scotland 2020 Requirements for Community Learning and Development (Scotland) Regulations 2013 Welcoming our Learners: Scotland's ESOL Strategy 2015 - 2020 The Scottish Government’s National Adult Learning Strategy 2022 - 2027 Mental Health and Wellbeing Strategy: Delivery Plan 2023 - 2025 Regional Ayrshire Growth Deal Community Wealth Building Ayrshire and Local Police Plans North Ayrshire Local Outcomes Improvement Plan North Ayrshire Council Plan North Ayrshire Child Poverty Action Plan Youth Participation & Citizenship Strategy North Ayrshire Participation Strategy Children's Services Strategic Plan Gaelic Language Plan Connected Communities Operational Plan Community Wealth Building Strategy Digital North Ayrshire Strategy Sustainable North Ayrshire Strategy Scottish Attainment Challenge - Local Stretch Aims: 2023/24 to 2025/26 National Improvement Framework for 2023 Education Service Improvement Plan 2023 - 2026 Locality Locality Partnership Plans CLD Team Plans School Improvement Plans 20 21129
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Connected Communities CLD in Locality Planning The Connected Communities CLD teams play a significant role in supporting locality planning in North Ayrshire. It is the locality CLD teams that provide the crucial support to ensure that the Locality Plans reflect the diverse voices and experiences of community members. They organise and facilitate the structures that are the framework for the Locality Partnerships, such as Chit Chats, subgroups and locality networking. They work across a range of council services and advocate for the needs of the local communities within the broader planning and policy framework. They gather data, assess the impact of initiatives and provide feedback to ensure continuous improvement and accountability. Community Learning and Development is a vital thread in the fabric of Community Planning in North Ayrshire. It empowers our communities and partners to link and grow, making Community Planning more effective and inclusive and helping to ensure everyone has a voice.” Jacqui Greenlees - Community Planning Manager “ 22 23130
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Profile and Context of the Communities of North Ayrshire The latest 2020 Scottish Index of Multiple Deprivation (SIMD) highlighted continuing levels of deprivation in North Ayrshire. 52 of our 186 data zones now fall within the 15% most deprived in Scotland. 39,139 people live within these deprived areas representing 28.8% of North Ayrshire’s population, significantly above the Scottish average. High levels of inequality exist in North Ayrshire, particularly poverty and the associated effects this has on our communities. North Ayrshire has one of the lowest job densities in Scotland (ranked 4th lowest in Scotland) Island specific challenges – access to affordable housing, higher costs of living, doing business and connectivity. 28.6% of children in North Ayrshire live in relative poverty (after housing costs). This is the second highest rate in Scotland. 27.4% of P6 and P7 pupils in North Ayrshire are eligible for free school meals. 27.6% of residents are economically inactive. This is one of the highest rates in Scotland. 38% of households are in fuel poverty or extreme fuel poverty. 39.8% of our residents live in the most deprived areas as defined by the Scottish Index of Multiple Deprivation. It is these high levels of inequality that informed our Community Partnership Plan and we continue our focus on child poverty. 24 25131
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Profile and Context of the Communities of North Ayrshire (cont) Identifying priority groups and targeting the most vulnerable will ensure this plan will deliver positive outcomes and improved life chances for marginalised and vulnerable learners in our communities. A collaborative approach to the sharing of data, resources and knowledge of our Community Planning partners will support and monitor the delivery. Our CLD service and partners are key contributors to the actions in our Child Poverty Action Plan. The targets within the plan inform the operational plan of the CLD service and its partners. Inequalities in outcomes can be seen across all sectors including education, employment, income and health and wellbeing. They are the result of an imbalance in power, money and resources across society, further compounded by the recent economic conditions of recession, austerity and welfare reform. Inequalities in outcomes can be seen across all sectors including education, employment, income and health and wellbeing. They are the result of an imbalance in power, money and resources across society, further compounded by the recent economic conditions of recession, austerity and welfare reform. This sets the context for service delivery and allocation of resources throughout our Council and partner services. It is this partnership approach to service and delivery, and the culture of co-production that has ensured that the CLD community empowerment agenda has been recognised and featured in national reports and audits: "The council is committed to community empowerment and is recognised by the Scottish Government and COSLA as a sector leader. The council’s approach is focused on embedding community empowerment in everyday business. The council works well with a wide number of communities and groups including young people and tenants." Best Value Assurance Report: North Ayrshire Council, Accounts Commission 2020. Reducing inequalities and ensuring no one is left behind are integral to achieving our equity focus within this plan. CLD provision is targeted to those most in need whilst ensuring communities also have a universal offer of free access to learning opportunities and activities. This is achievable by the partnership approach and through empowering communities and individuals to have their place within the delivery of services. This is realised through the policy and strategy developments that have the principles of equity at the very core of resource allocation. Inequality within, and among, the communities of North Ayrshire is a persistent cause for concern and remains a focus of strategy developments. The CLD Strategic Plan brings together the range of partners necessary to address the inequalities and the governance of the plan. This ensures the voices, needs and aspirations of the communities inform the operational delivery and targeting of resources. 26 27132
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Community Engagement and Volunteering The co-production approach to this plan is a key strength and is reflective of the way we work in North Ayrshire, engaging with our communities to understand their needs and ensuring they are involved in the decision-making process and service design. The value of lived experience informing service delivery is evident across all our partnerships, as detailed in our North Ayrshire planning model. We are committed to the development of a coherent Participation Strategy that is open and transparent, providing a range of participation options. This work underpins the principles of the CLD Strategic Plan 2024 - 2027. Examples of participation and community influence opportunities include: Conversation Café A method which makes use of an informal café setting for participants to explore issues by discussing them in small table groups. Discussion is held in multiple rounds of 20-30 minutes, with the café ambiance intended to allow for more relaxed and open conversations to take place. Where do we use this method? Joint Cabinet Penny for Your Thoughts A method that asks participants to either note down or exchange with a facilitator their thoughts on a topic for a penny. This could be figuratively, or young people can use a chocolate coin. Where do we use this method? Arran Locality Partnership priorities engagement Discussion Dinners A method which makes use of a dinner setting for participants to explore an issue by posing a different discussion point for each course of the dinner. Discussion happens in small groups. Where do we use this method? North Ayrshire (NA) Family Learning Team - Kilwinning Academy Breakfast Blethers A method which makes use of a breakfast setting for participants to explore an issue by discussing it in small table groups over breakfast. Where do we use this method? NA Family Learning Team - Kilwinning Academy Irvine Youth Forum- Saturday Breakfast Club 28 29 Friends of Redburn The sewing/ craft group is a wonderful way of meeting people and having a cuppa and a chat with the added bonus of making things we can use or sell.” “ 133
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We recognise the value of volunteering to support these pathways to participation. We are committed to continuing to support all our volunteers and promote the benefits of volunteering in terms of skills development, upskilling, improved wellbeing and the connectivity and sense of belonging to their communities. Ensuring that their voice and experiences shape service delivery for communities, learning and services is crucial. The North Ayrshire Community Trust (Third Sector Interface) is a key partner of the Community Planning Partnership at all levels. They ensure that the Third Sector Chief Officers Group and all community organisations have a coherent information and influence pathway. This Plan is committed to the National Performance Framework volunteering outcomes; Volunteering and participation are valued, supported and enabled from the earliest possible age and throughout life. Volunteering in all its forms is integrated and recognised in our lives through national and local policy. There is an environment and culture which celebrates volunteering and all its benefits. The places and spaces where we volunteer are developed, supported and sustained. There are diverse, quality and inclusive opportunities for everyone to get involved and stay involved. Chit Chats An informal method where you listen and consider the views of local people in small groups. There is a facilitator at each group to take notes and support the conversation. Where do we use this method? North Ayrshire CLD Locality Teams A method of deliberation developed by the Jefferson Centre where a small group of people (between 12 and 24), representative of the demographics of a given area, come together to deliberate on an issue (generally one clearly framed question), over the period of 2 to 7 days. Citizens’ Jury involve.org.uk Where do we use this method? Locality Partnership Priority Identifications Police Scotland EVA’s People’s Panel This is a representative, consultative body of local residents. They are typically used by statutory agencies, particularly local authorities and their partners, to identify local priorities and to consult service users and non-users on specific issues. Where do we use this method? People’s Panel This is an assembly of citizens, demographically representative of the larger population, brought together to learn and deliberate on a topic in order to inform public opinion and decision making. Where do we use this method? North Ayrshire Council (NAC) Budget Engagement New School Development Engagement NAC Locality Planning Participatory Budgeting (PB) This is a method which enables people to directly vote on how local money should be spent. Where do we use this method? North Ayrshire Locality PB North Ayrshire Youth PB North Ayrshire Street Scene PB Garnock Valley Community Council PB Questionnaire This is a method that consists of a set of questions or other types of prompts that aims to collect information from a respondent. A questionnaire may or may not be delivered in the form of a survey, but a survey always consists of a questionnaire. Where do we use this method? NAC Period Poverty engagement NA Local Outcomes Improvement Plan Citizens Jury Mini Publics 30 31134
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Community Wealth Building North Ayrshire Council became Scotland’s first Community Wealth Building Council in 2020, launching a Community Wealth Building Strategy that set out our aspirations to create a resilient, fair and local economy. Community Wealth Building (CWB) is a people centered approach to local economic development, which redirects wealth back into the local economy and places control and benefits into the hands of local people. A refreshed strategy was published in 2024, which centres around the Wellbeing Economy in Community Wealth Building and the impact of strong community led initiatives to achieving a fairer distribution of wealth. By “increasing community ownership and control of assets; developing and growing more ‘generative’ enterprises such as small, locally owned enterprises, co-operatives and social enterprises which lock and share wealth within the local area”. Community Wealth Building (CWB) creates stronger local economies that are more resilient to external shocks like COVID and supports the creation of progressive jobs with fair pay. C B COMMUNITY WEALTH BUILDING 32 33135
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Community Wealth Building (cont) Connected Communities has strong links to the Third Sector, and the shared focus on Capacity Building is central to creating the conditions for local people to own and shape their community through processes such as Community Asset Transfer, Participatory Budgeting and mechanisms such as Locality Planning Partnerships. We will continue to work on a co-production and co-design basis with the wide range of people we support, building experience, confidence and knowledge to maximise the impact that our communities can have as part of the Community Wealth Building agenda. CLD Priorities of CWB Strategy Continue to support Community Asset Transfers and support community Capacity Building to grow community ownership. Continue to empower our communities through our Community Investment Fund (CIF). Develop our progressive and leading approach to Participatory Budgeting by moving towards mainstreaming participatory budgets, including our approach to allocating external funding and further empowering our local communities. Proactively engage with our communities and Third Sector organisations, for example Community Development trusts, to provide a voice within CWB activities and support to develop, co-produce and maximise CWB opportunities. We recognise the huge potential of North Ayrshire’s Third Sector to lead the way in realising Community Wealth Building for communities across North Ayrshire. We will work with them to raise the profile and voice of local projects that are achieving Community Wealth Building’s aims in practice. A strong, collaborative, and innovative Third Sector enables alternative ways of working to grow, and we will co-design and test creative approaches to Community Wealth Building in partnership with the sector, drawing on our shared strengths and learning what works for North Ayrshire. 34 35136
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Health and Wellbeing The CLD Strategic Plan 2024 - 2027 continues to have a significant role in promoting the health and wellbeing of our communities, including children and young people. Placing health and wellbeing in a learning context ensures that we support our communities to develop the knowledge, understanding and skills needed for good health and wellbeing. In North Ayrshire, the Health and Social Care Partnership and Public Health are key partners, and the work of CLD is intrinsically linked through our Community Planning Partnership. We have a productive and effective relationship with KA Leisure Trust and CLD have been a key partner in the creation of a Health and Wellbeing Alliance, aligned to North Ayrshire’s Community Planning Partnership Plan 2022 - 2030 with three key areas of world, work and wellbeing. To bring different people and organisations together to develop inventive ways of working together that give people in our communities opportunities to live the life they want. We have a whole systems approach to health and wellbeing and this plan, and the co-produced priorities, addresses the interconnected factors that influence the health and wellbeing of the individuals and the communities of North Ayrshire. Our asset-based approach is evident across all service delivery and engagement and learning about health and wellbeing enables adults, children and young people to make informed decisions about their health. Outdoor Learning is integral for community health and wellbeing, this is amplified by the offer at our Arran Outdoor Education Centre, which provides outdoor learning opportunities to communities, children and young people. They also work very closely with Health and Social Care colleagues to provide a bespoke offer to foster parents, carers and care experienced young people. The introduction of the Discovery Award across localities has provided a valuable opportunity for improving the health and wellbeing of older people. CLD approaches and services have a clear contribution to make to the Education Improvement Plan 2023 - 2026 with joint work in progressing the outcomes of priority four: Improvement in children and young people’s health and wellbeing. Our work with schools and whole communities includes supporting wellbeing models in schools, mental health walks and talks, links to employability, staff training and support to community groups. Support for our young people also includes accredited wellbeing training, young people from aged frpm 5 to 25 are supported through groups, activities and one-off events focusing on early intervention, resilience and positive mindset. The Health and Wellbeing Alliance has co-produced a mission statement which aligns with this CLD Strategic Plan with an overall mission statement: 36 37 Liam Group I am more comfortable and able to stay calm when going into different new situations.” “ 137
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Workforce Development North Ayrshire's CLD workforce is a diverse landscape. The CLD Standards Council Scotland defines Community Learning and Development as “a field of professional practice that enables people to identify their own individual and collective goals, to engage in learning and take action to bring about change for themselves and their communities.” By nature, CLD is varied and wide-ranging, including those involved in community development, youth work, community-based adult learning, learning for vulnerable and disadvantaged groups, health and wellbeing work for communities and volunteer development. This definition is an accurate description of the CLD workforce in North Ayrshire and there is a well-established partnership with a range of services and organisations. A multi-agency approach to workforce development continues to be evident across such areas as: Know and understand the community in which we work Build and maintain relationships with individuals and groups Evaluate and inform practice Organise and manage resources Facilitate and promote community development Develop and support collaborative working Provide learning and development opportunities in a range of contexts Competent Practitioner Knowledge and understanding Values and principles Attitude and behaviour Skills and process Reflection and action Alcohol and Drug Partnership Health and Wellbeing ESOL Employability Mediation 40 41 Writing for Wellbeing Each session was interesting and encouraged lots of great conversation. Lots of great information, thought provoking and educational.” “ 138
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The Workforce Development has been enhanced through the joint approach to training as identified in the Southwest Collaborative Action Plan, and the programmes and opportunities this has provided to staff and partners at all levels. The sharing of resources, ideas and knowledge has produced synergy and developed relationships across the Southwest. The workforce survey to inform this Plan has highlighted the benefits of the joint approach to staff and volunteer training, and it is evident that we have a highly skilled, motivated workforce. Staff understand their role well in delivering against CLD Plan priorities as highlighted in the Education Scotland Progress Visit 2023. The needs of the workforce will inform the training offer, which is developed and delivered with partners and learners, providing a rich menu of opportunities to access training and learning opportunities to partners, community learners and volunteers. This ensures they have the skills and knowledge to develop their practice as recommended in the Learning: For All, For Life - a report from the Independent Review of Community Learning and Development. We will strive to promote the recommendation of “a progressive requirement for all those working or volunteering in CLD roles to be members of the CLD Standards Council.” As highlighted in the Progress Visit Report 2023, as an area to share good practice, the authority CLD has a culture of “grow your own”, being an approved provider for SQA delivering a SCQF Level 7 in Youth Work, which enables the continued growth of a robust Modern Apprenticeship programme. As a council we continue to support one of the highest numbers of Modern Apprenticeships in Youth Work, providing a learning pathway for young people. The apprenticeship is delivered across the learning partners, providing experience across a range of youth work providers. Our CLD service also has a strong commitment to supporting unqualified staff through a range of qualifications, including the opportunity to access the work-based degrees of Community Education (UWS) and Community Learning and Development (Glasgow University). We provide placement opportunities for students across a range of further and higher education providers. The focus of the workforce development is informed by the professional competences for CLD which include ‘know and understand the community in which we work’ and ‘develop and support collaborative working.’ Following the workforce survey the following priority areas has informed our year one action plan: Managing challenging behavior Intergenerational working Digital upskilling Naloxone training Men’s health and wellbeing Governance for community organisations 40 41 MA Programme Over the course of the apprenticeship, I have developed so many new skills and built amazing relationships with my colleagues and people within the community I had no idea the number of skills and opportunities it would provide me with and how much I’d thrive in the type of environment the team has created. As much as my apprenticeship has come to an end, I know the support within the team goes further than the 18 months and I always have a group of people to come back to ready to help and celebrate the wins with.” “ 139
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North Ayrshire CLD Plan - Youth Work North Ayrshire’s youth work practice promotes values of inclusion, mutual respect, equality, and the involvement of young people in decision-making. As Scotland's first Child Centred Council we are committed to taking our young people on a journey with us, being involved in all parts of decision making whilst building relationships that are based on trust and shared understanding. Using the strength of these relationships develops a person-centred approach to their development. Our Active Schools team, with a dedicated coordinator for each school cluster, aims to provide more and higher quality opportunities to take part in sport and physical activity before, during and after school. It also looks to develop effective pathways between schools and sports clubs in the local community. The team provide opportunities for children and young people to access and stay involved in sport and will continue to make a significant contribution to a world class sporting system in Scotland. Within Active Schools we have dedicated staff, funded through Sports Scotland, who provide health and wellbeing support, and specific activities targeted at our care experienced young people. An understanding of youth work’s essential role across public policy areas and recognition of the benefits of taking a youth work approach as a key component towards achieving positive outcomes for our young people. Article 12 focusses on every child having the right to express their views, feelings and wishes in all matters affecting them, and to have their views considered and taken seriously. In North Ayrshire, and through our youth participation framework, we have a robust structure of youth voice opportunities and events that only highlight further the rights-based approach to any work we do in partnership with our young people. Within Curriculum for Excellence, youth work complements and enhances our formal curriculum, improving readiness to learn, health and wellbeing and educational outcomes for learners. CLD approaches and services contribute to the Education Improvement Plan 2023 - 2026. There are clear work plans for joint delivery across the five priority areas, with a particular focus on: Placing human rights and needs of every child and young person at the centre of education. Improvement in children and young people’s health and wellbeing. Working with the most vulnerable and marginalised in our communities remains a priority for us across all key themes. As such we are committed to supporting our New Scots young people, focusing on equalities- based work and a commitment to provide specific opportunities and activities for our care experienced young people. This is especially important as Scottish Government has directly incorporated the United Nations Convention on the Rights of the Child (UNCRC) into Scots Law. 42 43140
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Positive Destinations for 16-19 Year Olds - Through the work of our Modern Apprenticeship programme, we will continue to take young people through their SCQF Level 7 in Youth Work. We will strengthen our employability programmes in partnership with schools and further learning establishments to offer a range of educational experiences, group work and signposting services. A programme of work experience opportunities are available for young people within our school based youth work offer. Attainment and Wider Achievement - We will continue to provide a wide variety of youth work opportunities to young people based on local need and in partnership with young people. Young people will have access to various awards and wider achievement and certification though our programmes. Working in partnership with schools, we will provide a menu of curriculum enhancing activities. Health and Wellbeing - We will continue the development of our equalities specific work across localities and maintaining the LGBT Charter Mark. We will develop and deliver issue-based resources, projects and programmes on health and wellbeing including early intervention, resilience and positive wellbeing, suicide prevention and promote wellbeing groups, tools and resources. Climate Action - We are committed to ensuring that young people are involved and engaged at all stages of our Climate Change journey, where our climate action work is co-produced and co-delivered with our young people for a greener North Ayrshire. Young People’s Voice and UNCRC - Ensuring young people have structures in place to use their voice through our Youth Participation and Citizenship Strategy. Strengthening the voice of seldom asked young people with focused work with care experienced young people, Travelers, Young Carers and New Scots. With a focused approach to implementing the key outcomes of The Promise, a rights-based approach to all of our programme delivery ensures that young people's rights are being upheld and respected. Poverty and Inequality - All local authority youth work opportunities are free at the point of access. We will work on ensuring equity of opportunities and activities across schools and community. Our youth work practice recognises the importance of collaboration between local and national partners in delivering transformative change in public services to alleviate child poverty. We will continue to provide food with dignity through our activities, events, holiday programmes and weekend and evening provision. Digital Connectivity - We will work with partners to ensure that young people most disproportionately affected by digital poverty to have the necessary tools, skills and support to access digital services and the crucial connectivity to their peers. We will provide training, accreditation and information for young people enabling them to be digitally secure and resilient through cyber resilience. We will use a variety of digital platforms and tools enabling young people to engage with our service, partners, and their peers safely. This will be further enhanced with funding from the UK Government for its first of a kind community led Cyber Explorers programme. We have agreed on the following priorities for Youth Work for the three-year plan: 44 45141
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North Ayrshire CLD Plan - Community Capacity Building & Community Development Community Capacity Building is the support that community groups access to help them address issues which are important to them. ‘Capacity’ describes the range of resources that people have – knowledge about their area or common interest, skills and ideas, shared experiences, and material resources like funding and community spaces. Community Development is building the capacity of communities to meet their own needs, engaging with, and influencing decision makers. This can be with communities of place/geography or communities with a shared interest. Community development is a process where people come together to act on what’s important to them. In North Ayrshire we will continue to develop our sector, leading Participatory Budgeting (PB) and wider participatory and engagement approaches. We will also support our community groups in their ambitions to own and lease assets via our Community Asset Transfer Policy. Our hope is to transform community interaction with the Council procurement process through improved delivery of Community Benefits. Supporting the sustainability and development of groups/organisations and community ambitions will be provided through a range of grant supports including our transformational Community Investment Fund. We are continuing to develop sustainable, dignified food systems that are locally sourced, offer good value for money and are led by our communities’ needs. We will continue to deliver capacity and learning opportunities built on the expressed needs of our communities. We will support our environmental capacity projects such as tree planting, coastal care and our growers' programmes. We have agreed the following priorities for Community Capacity Building and Community Development for the three year plan: Participation and Democracy - To extend our participatory approaches, offering communities more opportunities to lead in local decision making, including grant making (youth and locality) and mainstreaming PB. To build on the projects funded via the devolved Community Investment Fund. o self- assess our locality planning partnerships with our partners and improve our processes based on feedback Food Insecurities - To continue to develop our food with dignity approach to food poverty/insecurity working in partnership with the Fairer Food Network. We will support access to a range of funding options and models to support the network to achieve sustainability . Community Engagement - To continue to develop and enhance opportunities for community engagement/involvement, through the development of the Participation and Citizenship Strategy, Community Engagement Hub/Toolkit and the older people's voice structure. Networking and Funding - To provide capacity building support to key community anchor organisations. We will continue to support communities to achieve what’s important to them through strong local networks. Supporting groups to generate sustainable income, through successful grant funding applications. 46 47 Grandparents Group The group has helped me with my confidence with maths and money handling. Completing the qualifications and receiving my certificate made me feel amazing. Having left school with no qualifications at all, coming here has made me feel included and worthy.” “ Community Leadership - To support volunteers, individuals, and community groups, to develop the required skills and knowledge to achieve their ambitions, through opportunities co-produced and offered through our community leadership training offer. 142
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North Ayrshire CLD Plan - Adult Learning Adult learning in North Ayrshire offers accessible opportunities for individuals to engage in lifelong learning. The focus is on empowering adults through education, skill development, and confidence building, thereby fostering inclusive and connected communities. Our approach ensures that learning is not a one-time event but a continuous journey available to all adults, regardless of their circumstances. In North Ayrshire, adult learning encompasses a broad spectrum of opportunities developed to address the needs of learners. Using a Social Practice Model, our adult learning offer is built around the experiences and needs of the learners. It is a learner centred approach that ensures education is not only lifelong but also life-wide, integrating learning into all aspects of an individual’s daily life and underpinned by the Scottish Governments strategy for adult learning 2022 - 2027 three core principles - learning is lifelong, learning is life-wide, and learning is learner-centered. Through these principles, we aim to develop a skilled, confident and empowered population. 48 49 Multiply I'm slowly getting better at maths and figuring out long words. I'm really enjoying it.” “ ESOL Being invovled in CLD made me realise learning is not age-bound; a person can learn at any stage of life.” “ 143
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We work in partnership with a variety of organisations to enable, encourage and improve participation in community-based adult learning. These collaborations include Third Sector Interface (TSI), the NHS, Health and Social Care Partnership (HSCP), Ayrshire College and several local and national organisations. This partnership approach ensures the maximisation of local and regional resources, the sharing of expertise and the planning of progression for learners. Digital learning plays a role in supporting community-based adult learning, ensuring that our adult learning offer meets the diverse needs of learners, and the use of digital platforms make adult learning more inclusive and flexible. Our innovative North Ayrshire Virtual Community Centre provides an opportunity for learners to engage with Community Learning and Development (CLD) services from anywhere. This virtual hub allows individuals to access a wide range of resources and information, participate in interactive learning sessions, and connect with staff and other learners. Through digital learning, we break down geographical and physical barriers, making education more accessible and empowering learners to take control of their learning journeys. Core Skills - To work with our partners and organisations in localities to ensure adult literacy, numeracy and core skills support given is learner centred, using a collaborative approach to develop staff, volunteers and programmes to best support learners. We have agreed on the following priorities for Community Capacity Building and Community Development for the three-year plan: Poverty and Equalities - To support our learners to become active members of our community, building social relationships. Through our work we will ensure equity of opportunities and activities across adult learning, addressing additional support needs with a key focus on support for New Scot Learners. Adult Voice and Participation - To continue to provide opportunities, in partnership with learners, to participate in community-based adult learning including activities that promote health and wellbeing and tackle isolation. Skills for Work - To work with partners and organisations to deliver skills for work providing opportunities to learn for work to achieve stronger employability outcomes for learners. Digital Learning - To provide digital learning and digital literacy support to help communities to develop digital skills and confidence. Encouraging and supporting people to get online and enjoy the opportunities offered by digital technology. We will take appropriate action to support those most disproportionately affected by digital poverty ensuring they have the necessary tools, skills and support to access digital services. 50 51 Young Parents This group has been a lifeline to me as we don't get to see anyone anymore since baby came along, the group is the thing that I look forward to every week.” “ 144
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Governance of the Plan and Quality Assurance This Community Learning and Development Plan fits within a landscape of community and locality planning, with strong relationships in place with partners, including community groups. You can find out more about community and locality planning at Northayrshire Community The delivery of the CLD Strategic Plan is essential in achieving the aims of the North Ayrshire Community Planning Partnership (CPP), in that every person in North Ayrshire should have the best opportunities to live their life to their full potential. In acknowledgement of these interdependencies, and in accordance with national requirements, our governance arrangements are implemented by reporting to the Community Planning Board and Locality Partnerships. The governance of the previous plan will continue throughout the life of this plan, with six monthly performance reports provided to the Community Planning Senior Officers Group. Annual reports will be discussed by the Community Planning Board and the six Locality Partnerships. This plan provides the strategic direction for the CLD operational plan, which includes the CLD Key Performance Indicators (KPIs). There has been an increase in Third Sector reporting on CLD KPI’s which encourages the ownership of them outwith the North Ayrshire Council CLD service. Reported on with the CLD Partners as part of the process of shaping the plan, this enhances the performance reporting to the CPP to capture the CLD landscape. The action plan for year one will be reviewed, and the year 2 action plan will be presented to the Cabinet in September 2025. Quality Assurance We will continue to foster a culture of continuous improvement. This will be enhanced by the introduction of a new management information system, which is being developed with a greater emphasis on systems which track learner journeys and capture their experiences in a systematic way. Providing data analysis will help to inform improvements - planning for improvement across partners is the governance’s core role. We have strong and effective arrangements in place to measure progress against the annual CLD Action Plan. This will demonstrate the impact of the CLD partnership and will support improvement. 52 53145
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There has been good progress in the previous strategies’ key priorities and within unmet need there has been a significant increase in community participation and community engagement. This is reflected and reported on through our governance arrangements, Council Plan reporting and the national CLD KPIs. This has been achieved within a backdrop of reduced resources and a number of services redesigns within North Ayrshire Council and partner organisations. The alignment of partners and council services to our locality approach has ensured localised responses to challenges and has increased community influence in decision making. These partnerships have enhanced resource sharing, coordination and support leading to more effective outcomes against the priorities identified in the previous plan. We continue to have confidence in the delivery of this refreshed CLD Strategic Plan 2024 - 2027 and the continuation of joint working with partners in terms of sharing resources and knowledge. This means that we are better equipped to work in a challenging landscape with reduced budgets. We have taken the approach to provide an annual action plan for the lifespan of the Strategic Plan. This enhances the governance of the plan and is reflective of the resource landscape. We will continue to ensure our CLD work is always focused on the greatest need and where our resources can be of most benefit. Community Learning and Development primarily supports disadvantaged or vulnerable groups and individuals of all ages to engage in learning, personal development and active citizenship with a focus on bringing about change in their lives and communities. Targeting Unmet Need Within North Ayrshire Communities 2024 - 2027 The identification of unmet need for the plan has been informed by the Education Scotland Progress Visit 2023, areas for development highlighted in the report and the recommendations from the ‘Learning For Life’. They have been co-produced and agreed with the range of partners and focus groups. These were shared and further enhanced by the children’s rights and equalities impact assessment of the plan resulting in the following areas agreed for unmet need: Pathway for learning CLD partners will work together to co-produce with learners an offer to ensure that prospective and current adult learners are clear about the programmes and pathways available and evident to them. We will use a range of methodologies to promote the pathways and the offer. Establish new protocols and processes for data sharing by introducing a new management information system CLD partners will review how we can use the data and other information, to better demonstrate their collective impact and progress over time. We will create approaches to extend data sharing, analysis, and reporting across all CLD partners. Celebration of community achievement in CLD events and awards CLD partners will adopt a collective approach to the promotion and recognition of CLD in North Ayrshire and the impact of the work. We will provide a clearer picture of the difference CLD is making in North Ayrshire for senior leaders, funders, staff and volunteers. Conclusion The refresh of the Community Learning and Development Strategic Plan 2021 - 2024, and the co-production of this plan for 2024 0 2027 has been instrumental in further fostering collaboration across partners, communities, volunteers and staff. We have collectively discussed and identified key achievements. 54 55146
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56 57 Year One Outcomes 147
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Priority: Health and Wellbeing We will continue to develop our health and wellbeing specific work across localities by delivering issue-based resources, projects and programmes including early intervention, resilience and positive wellbeing, suicide prevention and promoting wellbeing groups, tools and resources. Increase the number of young people accessing health and wellbeing support and ensure there are opportunities for lived experience to inform delivery. Participant data through our management information system Learner’s awards Active Schools data (ASMO) D of E data School reporting Priority: Attainment and Wider Achievement Priority: Positive Destinations for 16-19 Year Olds We will strengthen our employability programmes in partnership with schools and further learning establishments to offer a range of educational experiences, group work and signposting services. Improve and promote CLD contribution to positive destinations for 16-19 year olds. Local Employability Partnership Plan data Participant engagement data Case studies Impact statements We will continue to provide a wide variety of youth work opportunities to young people based on local need and in partnership with young people. Working in partnership with schools and Youth organisations, we will provide a menu of curriculum enhancing activities. Increase young people’s access to various awards and wider achievement and certification. Participant data through our management information system Learner’s journey Learners awards Active Schools data (ASMO) D of E data Youth Scotland data What we will do What we aim to improve How will we measure Year 1 Outcomes – Youth Work Priority: Young Peoples' Voice and UNCRC Continue to ensure a rights-based approach to all of our programme delivery by the promotion of participation in the structures that support our Youth Participation and Citizenship Strategy, including a programme of strengthening the voice of seldom asked young people. Implement the key outcomes of The Promise. Ensure all young people have access to the structures in place to use their voice through our Youth Participation and Citizenship Strategy. Young people understand the UNCRC and the reporting mechanism that upholds these rights. Participant numbers in engaging in rights-based work Youth Forums Youth Council Joint cabinet UNCRC surveys and reporting. Priority: Poverty and Inequality What we will do What we aim to improve How will we measure Priority: Climate Action We will implement a programme of opportunities to ensure that young people are informed, involved and engaged at all stages of our climate change journey, where our climate action work is co-produced and co- delivered with our young people. Young people’s views and aspirations for a greener North Ayrshire inform the climate change journey. North Ayrshire Climate Action Plan Participation in climate change opportunities. Participation and achievement of relevant awards All youth work opportunities are free at the point of access. We will work on ensuring equity of opportunities and activities. We will support the ongoing work to address child poverty Young people are able to access our range of offers including: Preloved clothing Food with dignity Support for transport Child poverty action plan reporting. Postcode participation data across all CLD programmes Priority: Digital Connectivity We will work with partners to target young people most disproportionately affected by digital poverty. We will provide training, accreditation and information for young people. We will use a variety of digital platforms and tools enabling young people to engage with our service, partners, and their peers safely. This will be further enhanced with funding from the UK Government for its first-of-a-kind community-led Cyber Explorers programme. Ensure Young people have the necessary tools, skills and support to access digital services and the crucial connectivity to their peers. Enable young people to be digitally secure and resilient through cyber resilience. Cyber Explorer reporting Participant data Award achievements Case studies Impact statements 58 59148
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We will work with our partners and organisations in localities to ensure adult literacy, numeracy and core skills support given is learner centred, using a collaborative approach to develop staff, volunteers and programmes to best support learners. Pathways to provide bespoke core skills support are accessible to learners. Core skills needs and achievements will feature within new participant registration and progress system Case studies Impact statements CLD KPI’S Quarterly LPP reports Priority: Participation and Democracy To extend our participatory approaches, offering communities more opportunities to lead in local decision making, including grant making (youth and locality) and mainstreaming PB. To build on the projects funded via the devolved Community Investment Fund. The active participation and co- production of PB process for communities. The range of experiences and learning for our Community PB Champions. Evaluations of PB processes through the PB champions network. Number of PB applications Number of votes cast What we will do What we aim to improve How will we measure Year 1 Outcomes – Community Capacity and Development Priority: Food Insecurities To continue to develop our food with dignity approach to food poverty/insecurity – working in partnership with the Fairer Food Network. We will support access to a range of funding options and models to support the network. Improved access to the Fairer Food Network offer and the sustainability of the models. Cost of basket offer across larder network Footfall of each offer Locality partnership quarterly reports Impact statements Case studies Priority: Community Leadership To continue to support volunteers, individuals, and community groups, to develop the required skills and knowledge to achieve their ambitions, through opportunities co-produced and offered through our ‘Leadership Collective’. Improve the promotion of the learning offer, representing all partner’s contributions and aim to meet the need with sharing of resources through increased joint planning with all partners. Participation levels recorded through the management information system Awards and accreditation achieved Priority: Community Engagement To continue to develop and enhance opportunities for community engagement/involvement through the completion and promotion of the Participation and Citizenship Strategy. Increase the involvement of the seldom heard in our participation models of delivery. Increased participation in community chit chats. Management and information data will identify postcode and participants, which will be reported through the quarterly locality planning reports Case studies Impact statements Priority: Networking and Funding To provide capacity building support to key community anchor organisations. We will continue to support communities to achieve what’s important to them through strong local networks. Support groups to generate sustainable income, through successful grant funding applications. Improve the range of the offer to reflect the needs of organisations and communities. Funding applications applied for Business plans created Reports from the Third Sector Interface presented to CPP Board Quarterly Locality Planning reports Attendance at funding workshops Priority: Core Skills What we will do What we aim to improve How will we measure Year 1 Outcomes – Adult Learning Priority: Poverty and Equality Adult education offer will promote social inclusion by targeting resources and learning to those most in need. Reduce social and economic disparities across communities of North Ayrshire. Participation levels and learner journey data Case studies Impact statements CLD KPI’S Quarterly LPP reports Priority: Adult Voice and Participation Pathways to engage in adult learning offer and civic activities are promoted and co-produced with learners. Learning pathways and civic opportunities to engage are evident to learners and potential learners. Participation levels and co- produced offers recorded in registration and management information system Case studies Impact statements Priority: Skills for Work Learning offer for adults will focus on skills development to enable adults to adapt to changing job markets. Active participation of partners delivering adult education in the Local Employment Partnership. Local Employability Partnership quarterly reporting Participation journey data and accreditations achieved identified through our management information system Priority: Digital Learning Connectivity Support learners to have access to equipment and digital learning opportunities that equip them to develop digital skills. Digital learning offer provided by all partner’s will be jointly planned and gaps identified. Participation levels and learner journey data Case studies Impact statements CLD KPI’S Quarterly LPP reports 60 61149
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Priority: Community Asset Transfer Support to Grow Community Ownership Provide a learning offer including workshops on the CAT Process to community organisations. Understanding and support of the CAT process. Quarterly reporting on training participation and CAT reporting Case studies Impact statements Quarterly LPP reports Priority: Continue to develop our progressive Participatory Budgeting approaches What we will do What we aim to improve How will we measure Priority: Empower our Communities Through our Community Investment Fund Continue to provide support for co- produced CIF applications based on locality need and gaps identified by lived experience. Response to community need identified at a locality level based on locality priorities. Reporting on CWB Strategy action plan CWB Board minutes CIF applications and monitoring reports Cabinet reports Quarterly locality reports Case studies Impact statements Provide information workshops to partners in terms of mainstreaming opportunities and implement PB plan for 2024. Learning pathways and civic opportunities to engage are evident to learners and potential learners. Reporting on CWB Strategy action plan CWB Board minutes Participation levels and co- produced offers recorded in registration and management information system PB national reporting Priority: Third Sector Involvement in Community Wealth Building Work with Third Sector Chief Officers’ Group and other community organisations to identify opportunities to build CWB knowledge and co-develop CWB initiatives. Increase the knowledge, understanding and co- production opportunities for Third Sector organisations in Community Wealth Building activities. Reporting on CWB Strategy action plan CWB Board minutes Participation levels and co- produced offers recorded in registration and management information system. Case studies Impact statements Year 1 Outcomes – Community Wealth Building Priority: Celebration of Community Achievement in CLD events and Awards CLD partners will adopt a collective approach to the promotion and recognition of CLD in North Ayrshire and the impact of the work. We will provide a clearer picture of the difference CLD is making in North Ayrshire for senior leaders, funders, staff and volunteers. We will improve the profile of the impact of CLD and the offer provided by partners. CLD will be more visible and recognisable to learners and partners. Participation levels in CLD across all domains of practice, through the management and information data Annual celebration and awards event Priority: Establish New Protocols and Process for Data Sharing by Introducing New Management Information System Priority: Pathway for Learning CLD partners will work together to co-produce with learners an offer to ensure that prospective and current adult learners are clear about the programmes and pathways available and evident to them. We will use a range of methodologies to promote the pathways and the offer. We will improve the pathway to the learning offer to current and new learners to increase their knowledge of the offer which is co-produced based on expressed need and the range of methodologies. Participation levels and learners journeys data. Case studies Impact statements CLD KPI’S Quarterly LPP reports Implement the new management information system. CLD partners will review how we can use the data and other information. We will create approaches to extend data sharing, analysis, and reporting across all CLD partners. CLD partners will make improvements to better demonstrate their collective impact and progress over time. Quarterly LPP reports 6-month review of the new management information system What we will do What we aim to improve How will we measure Year 1 Outcomes – Unmet Need 62 63150
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64 65 Priority: Staff and Volunteer Development Ensure that our workforce including our volunteers, are supported to know and understand the community in which we work and develop and support collaborative working approaches. Encourage and promote the opportunities that registration with the CLD standards Council provides to members. Provide a menu of training opportunities as identified in the workforce survey. Managing challenging behavior Intergenerational working Digital upskilling Naloxone Training Mens health and wellbeing Governance for Community organisations To improve staff and volunteers confidence and skills development. The opportunity for personal and professional growth. Training offer and participation Number of staff and volunteers accessing further and higher education Number of CLD staff and volunteers registered with CLD Standards Council What we will do What we aim to improve How will we measure Year 1 Outcomes – Workforce Development Documents & Policies 151
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66 67 A Changing Nation: How Scotland will thrive in a digital world DigiStrategy.FINAL.APR21.pdf (www.gov.scot) Adult Learning Strategy 2022 – 2027 The National Performance Framework and Understanding the Impact of Community-Based Adult Learning - Adult learning strategy 2022 to 2027 - gov.scot (www.gov.scot) Community Learning and Development Case Studies Link to host on the CPP website Cyber Resilient Scotland: strategic framework: Action Plan 2021 – 2023 Annex C: Action Plans 2021-23 - Cyber Resilient Scotland: strategic framework - gov.scot (www.gov.scot) Education Scotland CLD Progress visit report for North Ayrshire 2023 Progress Visit Report - 31/10/23 (education.gov.scot) Education Service Improvement Plan 2023-26 Document.ashx (cmis.uk.com) North Ayrshire Council Intergrated Impact Assessment North Ayrshire Children’s Services Plan 2023 - 2026 2023-12-04-BM-P16-NA-CSP-Plan-2023-2026.pdf (nhsaaa.net) North Ayrshire Child Poverty Action Plan NACChildPovertyReport22.pdf (northayrshire.community) North Ayrshire Community Planning Partnership - Local Outcomes Improvement Plan 2022 – 2030 LOIP 2023 (northayrshire.community) North Ayrshire Corporate Parenting Plan 2023 – 2026 North Ayrshire's Corporate Parenting Plan (north- ayrshire.gov.uk) North Ayrshire Council Plan 2023 – 2028 Our Council Plan (north-ayrshire.gov.uk) North Ayrshire Environment Sustainability and Climate Change Strategy Environmental Sustainability & Climate Change Strategy (north-ayrshire.gov.uk) North Ayrshire Youth Citizenship and Participation Strategy 2021 – 2025 Youth Participation Strategy (north- ayrshire.gov.uk) Planning for Change a Review of Community Learning and Development Plans in Scotland 2018 – 2021 Planning for Change, A Review of Community Learning and Development Plans in Scotland 2018 – 21 | Resources | National Improvement Hub (education.gov.scot) Scotland’s Public Health Priorities Scotland's public health priorities - gov.scot (www.gov.scot) 152
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NORTH AYRSHIRE COUNCIL 29 October 2024 Cabinet Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the enclosed applications from the North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; b) Approves the CIF application in relation to Largs Development Trust; and c) Approves the CIF application in relation to Ardrossan Winton Rovers Community Interest Company. 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided a funding allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and are refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals are continuing to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Agenda Item 8 155
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Community Wealth Building Strategy. A further £3m was added to the funding in 2021, to be distributed among Localities as follows: 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for the community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and Locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies; And will also: • Fulfil a compelling need and not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754 000 £958 358 £290 000 £580 000 £665 642 Kilwinning £286 000 £322 190 £120 000 £240 000 £323 810 Three Towns £598 000 £994 411 £240 000 £480 000 £323 589 Garnock Valley £390 000 £456 103.04 £150 000 £300 000 £383 896.96 North Coast £468 000 £595 852 £170 000 £340 000 £382 148 Arran £104 000 £125 079 £30 000 £60 000 £68 921 TOTAL £2 600 000 £3 455 993.04 £1 000 000 £2 000 000 £2 147 827.96 156
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2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed applications at Appendices 1 and 2 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. 2.5 The North Coast & Cumbraes Locality Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99.393 Balance £382,148 2.6 Proposal: Largs Development Trust (£92,865) (see Appendix 1) 2.6.1 Largs Development Trust (LDT) are currently in the process of becoming a Scottish Charitable Incorporated Organisation (SCIO). Their membership includes individuals who are part of Largs Community Council, Largs First Responders, Largs Thistle Community Club, Green Futures, the Visit Largs Group and other local people who are interested in the objective of promoting the area for the benefit of the inhabitants. 2.6.2 The group are requesting funding to develop a community space and services within a town centre retail unit, and for equipment to improve access to Largs Vikingar swimming pool. 2.6.3 The community space they plan to open, which will be called “The Space”, will have the following aims: 157
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• To provide a physical space for community activities and accessible advice services • To provide credit union services • To host and operate a community radio station The Space will be a base for initiatives by LDT to take place, as well as to provide access to and signposting to other vital services such as Debt Advice and Women’s Aid, as well as the opportunity to hire meeting rooms or desk space. The Credit Union will operate a satellite service from here and the community radio will be based within it. Overall it will offer a physical space where community members can come together to connect, share resources, collaborate on projects, and engage on projects that will benefit the community as a whole. 2.6.4 In addition, the funding requested would support the installation of a set of custom- made, double-width removable pool steps in the Largs Vikingar pool, which will allow a greater number of Largs residents to enter the pool independently and discreetly. At present, those who cannot access the pool using its existing pool ladders have to travel around an hour to the nearest accessible pool, or use an “Oxford Dipper” system which requires staff to operate and takes around 20 minutes to enter the pool. The new removable pool steps would offer a more dignified and independent way for people with disabilities to enter the pool. 2.6.5 The funding would be used for set up and three years of operating costs for The Space and the community radio station, as well as the cost of purchasing the pool steps. A full budget breakdown is provided as part of the application at Appendix 1. Funding will be released in phases over the three years of the project as outlined in this breakdown. LDT has carried out engagement with local groups and potential partners who would make use of The Space, and the intention is to engage further with the community to shape the programme of services offered to them. 2.6.7 The proposal support the Locality Partnership’s priorities, in particular those relating to improving access to financial services, increasing social inclusion and improving mental wellbeing as well as directly supporting the Community Planning Partnership’s priority of wellbeing. 2.7. The Three Towns Locality Partnership The allocation and funds committed to date are outlined in the table below. The Three Towns Locality Partnership CIF allocation to date: £1,318,000 Ardrossan Community Development Trust £25,000 Three Towns Growers £100,000 The Training Station £50,000 Ardrossan Castle Heritage Society £17,912 Raise Your Voice For Ardeer £100,000 Ardrossan Community Sports Hub £43,320 Winton Circus Playpark £48,288 Ardrossan Community Development Trust - Development Officer £53,100 Raise Your Voice For Ardeer – increased cost for multipurpose hub) £130,000 Ardrossan Community Association (Whitlees) £48,586 Ardrossan Community Sport - Winton Park 3G £100,000 CHAP – Advice Outreach £45,767 Ardrossan Scouts £100,000 Saltcoats Active Lifestyle Group (SALT) £45,600 Stevenston Community Council – Street Signage £29,988 Three Towns Community Shed £56,850 158
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Balance £323,589 Hayhocks Tenants and Residents Association project – funding ringfenced by Locality Partnership while match funding sought £100,000 Uncommitted Balance £232,589 2.8.Proposal: Ardrossan Winton Rovers Community Interest Company (£100,000) (See Appendix 2) 2.8.1. Ardrossan Winton Rovers Community Interest Company are a long established community based football club, providing access to football activities from Mini Kickers for toddlers through to senior Mens’ and Womens’ teams. At present they have 171 players, with a further 58 projected new youth players in the coming season. The club have been in existence for 124 years. 2.8.2. They are seeking funding to replace the stand roof, which is currently in a state of disrepair and corrosion. This would mean not only improved facilities for viewing, but also continued access to physio, changing & referee rooms, showers, toilets, and the pitch entrance area along with 2 meeting rooms. This would form part of an updated 3G facility in development which will also be available to other groups and clubs within the Ardrossan community to make use of. The group recognise the need to ensure that the facility will offer real opportunities for children and young people to become engaged in football and other sporting activities - not only within their Club structure but also in the wider community. 2.8.3. At present, the youth teams travel outwith the Ardrossan area to train. This creates additional expense as well as travel time in an area where many people are on low incomes. Engagement carried out through a survey established likely positive impacts on participation on sports and physical activity generally (92%), on pride in the area (90%) and on the health and wellbeing of people in the community (92%). 2.8.4. The proposal supports the Locality Partnerships aims of promoting the local economy and tourism, regenerating community facilities, increasing civic pride and community engagement and improving community wellbeing, also linking to the Community Planning Partnership priority of wellbeing. 3. Proposals That Cabinet: (a) Reviews the enclosed applications from the North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; (b) Approves the CIF application in relation to Largs Development Trust; and (c) Approves the CIF application in relation to Ardrossan Winton Rovers. 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated within existing resources. Human Resources 4.2 None. 159
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Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. Climate Change and Carbon 4.5 Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re- use principles. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims: • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The application supports the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. 5. Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities and Housing) For further information please contact Rhonda Leith, Head of Service 160
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(Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Largs Development Trust Appendix 2: CIF Application Ardrossan Winton Rovers Community Interest Company 161
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The CIF will support proposals and projects that: Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. Fulfil a compelling need and do not duplicate existing services or facilities; Provide long-term, sustainable, positive results for the greatest number of people possible; Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; Include options or potential for NAC and CPP employee engagement and volunteering where possible; and Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. The finalised proposal will go to the next suitable Cabinet for final approval. Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 1. Details of your organisation Appendix 1 162
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Name of Organisation
Largs Community Development trust
Postal Address for Correspondence
Click or tap here to enter text.
Name of Contact Person Alex Rhind/ Heather Meldrum
Position in Organisation Treasurer
Telephone Number
Email Address
2. Brief description of your organisation
Please include its legal status, aims and objectives, activities or services provided and how
long it has been in existence.
Largs Community Development Trust :(LCDT) The Trust is in the process of completing
its application to become a SCIO. Membership at the moment consists of individual
members of Largs Community Council and other interested parties including people from
Largs First Responders, Largs Thistle Community Club, Green Futures, Visit Largs group
and other.
The group meet monthly in the Vikingar, Largs. There are currently 10-14 attending the
meetings with an additional 6-8 non attending people who are assisting with the work of the
group.
The principal objectives of the Trust are to promote the area for the benefit of the
inhabitants. This includes areas such as education, culture and leisure, tourism and social
facilities, development of local businesses and the protection and enhancement of the
natural environment. To date the activities of the group have been focused on enhancing the
local environment and a mapping exercise of issues affecting local businesses.
3.Title and summary of proposal
Tell us about your idea. Please describe in as much detail as possible, what the funding will
be used for.
Please include:
• where it will be held / delivered
• who is your target audience
• who will benefit from it and how
• any partners that are involved.
Funding will cover a Community space and services { as detailed below}
Plus equipment to improve access for Largs Vikingar swimming pool.
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The funding will cover a three year period enabling the LCDT to lease and operate an intergenerational Community space at 36 Boyd Street Largs.(THE SPACE). The space will primarily be for the use of local residents and organisations to connect, share resources, collaborate on projects, engage in activities that benefit Largs as a whole, and access services missing in Largs since CAB closed. The Space will have three main aims: • To provide a physical space for community activities and accessible advice services. • To provide credit union services • To host and operate a community radio station. Together with community organisations and residents we aim to deliver an inclusive programme of activities and services. The location– The Space will be located on Boyd Street, Largs. This location was chosen for the following reasons: • It is an area in need of regeneration. It has a number of vacant shop units and we predict The Space will increase footfall and give the area a lift. • Clients accessing services such as debt management and Women's aid wish to do so in a discreet manner and not on the High Street. • Value for money- the cost per square footage of property was substantially cheaper on Boyd Street. The property; The property currently consists of a reception area and 3 separate rooms. LCDT continues to consult with the landlord over the final design to ensure that the final room specifications are relevant to the programme of use. As a consequence, there are a number of changes and improvements that are anticipated including • Consultation booth/room(s) offering confidential areas • General access and security arrangements • Soundproofing. The Space will provide: • Available safe meeting space for community organisations and volunteers. • A place for / Information / Signposting. • A base for the LCDT to “to undertake initiatives throughout Largs to enhance the educational, economic, cultural, environmental and social potential of residents enabling them to turn the community’s vision into reality. • A space to develop appropriate links / engage with other community based organisations. i.e. OIR/ CC. 164
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• A space to provide services from third party organisations such as Debt management/ Citizens Advice and Women's Aid making access to these services more accessible. • Desk / room hire by the hour. To offer well presented, accessible spaces with good access to internet at reasonable rates. • To place to provide satellite space for Credit Union services. • A place to host and operate Largs community radio station. The Space will offer: • A welcoming, friendly, fun and positive place to meet for any social demographic. • A safe place that can help lessen loneliness and social isolation of individuals in the community. • A place to hot desk/ room hire by the hour available at affordable cost in line with the ethos and values of the Trust. There are no such facilities available in Largs that offer desk/ room rental. • A point of contact for information sharing and signposting. • Offer a job club. • Access to volunteering opportunity. • A place to engage with local young people to develop initiatives targeted at their own age group including training etc. • An environment where residents young and old can work together, learn new skills and build confidence. • A service to assist local residents build savings and financial resilience. We will access the collective knowledge, expertise and experience of members of the community so that they can help each other deliver a successful community resource. 165
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4. What difference will this project make within the locality and to local services and programmes? Please include: The outcomes you aim to achieve How you will approach reducing inequality How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental well-being 4. Supporting skills and work opportunities The Space will: Offer a physical space where community members can come together to connect, share resources, collaborate on projects, and engage on projects that will benefit the community as a whole. The range of services offered are listed above and are not exhaustive. The Credit Union will: Working alongside Scot West Credit Union (our chosen organisation responsible for delivering credit union services) we will improve access to financial services and provide volunteering opportunities, supporting skills and opportunities. The credit union will signpost people to other organisation who can provide debt or benefit advice. We will encourage those who live or work within the common bond (as defined by Scot West Credit Union} to join and aim to assist people who have difficulty opening or accessing a high street bank account. We will encourage children's accounts and promote regular savings habits. We would like to explore ways of working with the local schools around this. We will encourage responsible borrowing. The aims of Scot west Credit Union are not commercial (although they must be solvent and operate on a sound commercial footing); they will help its members save and borrow – especially people with very little money, who might be excluded from saving or borrowing with more conventional financial institutions. The Credit Union will provide: • A physical place to encourage members to save regularly and build financial resilience. • Signpost members in need of financial advice and help. • Provide loans at low interest rates. 166
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The Credit Union will offer: • Flexibility to save what you can, however small, when you want to. • It will provide an alternative to payday loans. • The Credit union will be open to assisting members on a low income • People without a previous borrowing history. • People with a poor credit history. • It will provide volunteering opportunities. The radio station will: The radio station will be at the heart of the community and will support the local economy with outside broadcasts at local event e.g. Viking festival / food festival and the switching on of the Christmas lights etc. Hopefully we can reach more people and inspire them to attend these events. We will encourage all demographic groups to participate in the running and presenting of Largs Radio Station. The radio station will be housed within The Space however we envisage that a satellite studio will be established within Largs Academy. Radio station engagement Communication with Glyn Roylance form Associated Broadcast Consultants suggests that we would be best running an initial pilot using internet radio and podcasts. This give us a feel for engagement: we are therefore seeking seed funding for this element of the project. It would require software, PC’s and mixing equipment within The Space and the Largs Academy studio. We are also seeking to engage local radio producers on the project to get input and help with planning and technical skills, and possibly training if they are willing. Initial contact has been made with IrvineBeat FM who started on their journey ten years ago and now have a very successful station. We could utilise the helter skelter funding which is currently waiting to find a suitable project, and have engagement from Largs Academy staff who wish to be fully involved with a satellite studio in the school. As well as working with Largs Academy we also aim to encourage young people who have previously disengaged from formal education to come and participate/ volunteer with the radio station, enhancing their employability, critical analysis and communication skills, building confidence, self-esteem, and motivation which will support them into employment or further education To ensure all local residents have the opportunity to participate we will work in conjunction with other local organisations and will have an intergenerational ‘open door’ policy that serves to bring the community together in one location. 167
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We will encourage a wide range of topics to be broadcast i.e., 1) Local music groups 2) Offering our local churches the opportunity to have their sermon broadcast on Sundays.) 3) Radio book club. 4) Live outdoor broadcasts at events. 5) Largs players performing radio plays. 6) Phone in / chat show. 7) Local information/ traffic news etc. The programmes will be inclusive and content directed by the community led by LCDT. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. We have engaged and had positive discussions with Largs Action Group (the group set up for the business meetings) . We have also engaged with the Largs Writers group again with very positive feedback. Also, the group set up to look at what we can do to improve the footfall around the Boyd Street/ Nelson Street area. ( The Brisbane Quarter) have been very encouraging in their enthusiasm for the project. Discussions have also taken place with OIR who want more detailed information on what services would be offered. It is the intention to put some information in the library this week with contact details should anyone wish to get in touch. Should our bid be successful we intend to ask residents what additional services they would like to see The Space host, and be guided by their suggestions. Credit Union engagement We have identified a lack of banking facilities for people who have issues accessing mainstream banking and lending. Largs Foodbank and Scot West Credit union have told us that there is a need which is only going to increase. We are also aware that mainstream banks are closing, with RBS closing 2 October. This will leave Largs and North Coast with only Bank of Scotland. We know that IT and online literacy, as well as use and access to technology by disadvantaged groups and older people are huge barriers to banking access. The Credit Union would be able to make a real difference to this situation which is likely to just get worse. The project has been discussed at LCDT meetings and meetings organised by the business group and the Brisbane Quarter group. In addition the free press has ran articles about the proposal. 168
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3. How will the project be managed? Please include: How the finances will be managed Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities If there are any staff requirements, please outline your HR plans • As The Space is made up from a constituent range of facilities and services yet to be constructed there is no relevant or trading history to draw on. All finances associated with The Space will be run and managed by the Community led by a vibrant and active development trust ( LCDT). • Accounts for LCDT will be produced in line with the requirements of the charity Commission. All regulatory obligations will be adhered to. • The group aims to generate a range of income sources to cover its running cost including grants, donations stemming from LCDT membership and other funding sources. • The Credit Union run by Scot West ( hosted within The Space and supported by Largs volunteers) will be managed in accordance with their regulatory requirements. • LCDT will manage the other projects and are currently seeking opportunities to initiate a number of social action projects which may attract third party resources. Examples include funding for crime reduction initiatives, postcode and big lottery 169
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funding, wind farm funds, local supermarket funds. A small income could be generate by room/ desk hire. • The Space will open up volunteering opportunities in terms of staffing and more specific learning and skills opportunities in terms of the credit union and the radio station. We aim to follow the five key principles set out in the Scottish Governments Formal Volunteering Framework. • Whilst volunteering is the key driver in the setting up and development of The Space it is the intention to seek funding for a coordinator to be based out of The Space This post will be critical to act in an overview capacity and coordinate the different activities and flow of information generated by the Trust, while identifying new sources of funding and helping to promote The Space. Swimming pool steps. An ‘Oxford Dipper’ chair hoist is used to give access for people with disabilities (bottom left, shown used in another pool). Typically transfers take up to 20 minutes per person and require one or two pool attendants. . Important limitations Unlike modern infinity pools, the access space around this pool is very tight, measuring 1.5 to 2m wide or even less. (See the terracotta tiled area shown top left for an indication.) The pool also has an older-style ‘scum channel’ which extends under the access space from the pool edge by about 20cm. This makes installing fixings for equipment designed for modern pool environments very difficult if not impossible. 170
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Why is this a problem? We know that users who can’t manage the pool ladders simply self-select and don’t even bother visiting this pool: the very groups of people that would benefit most from swimming are therefore most excluded from it. • For many people with disabilities, pool-based exercise may be the only form of exercise easily open to them. What are we proposing? • Installation of a set of custom-made, double-width (970mm+) removable pool steps will allow a greater percentage of Largs residents to enter the pool autonomously and discreetly, even if we can’t fit a more autonomous pool lift at this time. • Water can be the only place where people who are restricted to sitting much of the time experience any form of bodily freedom to move independently, offering important physical and psychological benefits. • Swimming can be very sociable form of exercise that lends itself to solo and group activity at individual levels, making it excellent for not only physical but mental health. Would be-swimmers have to travel an hour’s bus journey to Greenock or Irvine for alternative facilities with steps and more autonomous access, if they even bother. 4. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) £92.865.00 Please give a breakdown of cost and recent quotations where appropriate. See attached budget sheet Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. To access progress and identify challenges LCDT will collate data and insight in a timely and accurate manner each month, quarter and year to permit Trust assessment and feedback for reporting, planning and decision making purposes. User satisfaction Issue survey/ feedback forms 171
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Social impact/ value Total visits/ engagement by project category Social demographic breakdown by project category Awareness survey Engagement in education/ skills learning/ volunteering Financial performance Monthly review of expenditure and income. 172
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1 Budgetary estimate for Credit union/ Multi use space One time set up costs Year 1 Year 2 Year 3 Computes x 2 stationary etc printer £2.500 IT maintenance £700 £700 £700 Brand design/advertising £1.500 signage £1,000 Community engagement £250 training £1,000 Shop alterations inc. electrical points/ phone/ internet IT security desk locks £5,000 furniture £750 contingency 10% 10% 10% £13,970 £770 £770 TOTAL x 3 years £15,510 173
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2 Budgetary estimate for Pilot Radio station One time set up costs Year 1 Year 2 Year 3 OFCOM application £600 £600 £600 Studio equipment mixing desk softwear screens x3 mix box x2 desk £4,000 Transmission equipment/ indoor/ outdoor £2,000 Engineer costs £2,000 signage £1,000 training £2,000 Soundproofing room/ booth £2,000 mast £2,000 Sockets/ internet £1,000 contingency 10% TOTALx3 years £19580 less £9.580 sought from other sources Centre/ Credit 174
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3
union/Radio
station running
costs
rent £6,000 £6,000 £6,000
utilities £3,200 £3,200 £3,200
Stationary/
network area storage x 4 discs
£2,000 £500 £500
Broadband
webhosting
365 licence etc
£2,500 £2,500 £2,500
Security alarm £500 £500 £500
Monitoring/ evaluation tools/
survey monkey licence £150 £150 £150
MCPS {copyright)
PPL
£400 £400 £400
Insurance for property/ fire etc £500 £500 £500
Professional fees £1,500 £1,500 £1,500
Employment liability insurance
Public Liability insurance
Professional indemnity insurance
£2.000 £2.000 £2.000
contingency 10% 10% 10%
Centre
running
costs X 3
Years
£58,755 £20,620 £18,975 £18,975
An addition application of £30,000 for a member of staff will be submitted to other
funding streams.
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4 Budgetary estimate for Pool Steps £8,600 ex VAT (as a budgetary estimate) Pool steps, 10x tablets and Year 1 ‘Good Boost’ software subscription Total Manufacture and delivery of pool steps to KA Leisure specification £3,600 Specification and installation of steps at Largs Vikingar! pool Estimated at ONE person, £600 per day: • Site inspection, specification and RAMS statement Half a day’s work £300 • Step installation Half a day’s work £300 10 x waterproof tablets Year 1 ‘Good Boost’ software subscription £2,400 £2,000 Budgetary estimate £8,600 1. Estimate of Good Boost ANA programme cost to KA Leisure Year 1+ We anticipate the £2,000 ongoing ‘Good Boost’ software subscription costs and contingency1 for 10x tablets will be covered by a modest increase in users at the pool: (1) 15% contingency allowed annually for tablet repairs and loss (2) 10x tablets and Year 1 Subscription funded by this CIF bid Estimate of Good Boost ANA programme cost to KA Leisure Year 1+ We anticipate the £2,000 ongoing ‘Good Boost’ software subscription costs and contingency1 for 10x tablets will be covered by a modest increase in users at the pool: Tablet cost Subscription Contingency1 Total KA cost Break-even (per month)3 Year 1 £2,4002 £2,0002 £360 £360 1 visit per tablet Year 2+ – £2,000 £360 £2,360 7 visits per tablet contingency 10% 15% 15% 15% 176
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis. • The Community Planning Partnership and Locality priorities. • North Ayrshire Council’s values, priorities and business objectives. • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies. And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible. • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council. • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project. • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Name Gordon Cowan Locality Officer Interim/Partial(Three Towns Locality) North Ayrshire Council St John’s Primary School Morrison Avenue Stevenston KA20 4HH Email: colinferris@north-ayrshire.gov.uk Tel: 475912/212 Mob: 0758461250 Appendix 2 177
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 1. Details of your organisation Name of Organisation Ardrossan Winton Rovers Community Interest Company Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Edward Gibb Position in Organisation Company Secretary Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. The objects of the Company are to carry on activities which benefit the community and to carry on the business of a semi professional football club with Adult men’s 24 players, Adult ladies first team ( 23 players), Under 20’s men’s team ( 20 players), Men’s Saturday Amateur team ( 22 players), Men’s Sunday Amateur team ( 18 players), Under 16 girls(18 players), under 14 girls (20 players), under 12 girls (20 players). Mini kickers and 2020’s teams to be started September/October as is traditional (players approx, mini kickers 24, 2020’s approx. 18). We will also be introducing new teams in September for Girls age under 10’s and under 8’s with projected combined numbers of 40 players. The numbers using the facility and associated with the club is projected at 213 with the club building up the boys clubs over the next few years and projecting future use of 5/6 teams and 100 + players. 171 players at present, with a further 58 projected new youth players in the coming season. Total 229 projected associated players. The facility will also be available for use by other local groups, youth and adult football teams within the area including teams from TASS Thistle and Ardeer Thistle. 178
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP The Community Interest Company will provide at Winton Park a stadium and recreation ground and prepare such ground for the purposes of sporting & community activities such as the community fete, fundraising events and school activities and sports day. To carry out sports coaching and to maintain all properties associated with the provision of said coaching and activities. To promote for the benefit of the inhabitants of Ardrossan and environs by associating the residents, and all local groups including religious and voluntary organisations, educational and local authorities in a common effort to provide facilities in the interest of social welfare for recreation and leisure time, with the object of improving the condition of life for local inhabitants. These facilities are free to use and available to the members of the public at large and to individuals and groups having need of such facilities as aforesaid by reason of their youth age, infirmity or disablement, poverty or social and economic circumstances. The organisation has been in existence since 1900, a total of 124 years. 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The stand roof at Winton Park is in a state of disrepair with roofing being corroded, the metal pillars which hold the roof in place are corroded and require replacement rather than repair. We consulted Mr Eric McMillan from McMillan & Cronin architects who advised replacing the roof and pillars as the only viable option. But that this would not be financially viable. Mr McMillan has produced plans which have been agreed by the AWR CIC that will reduce the capacity but make the structure safe and would provide many years of further use for the facilities contained within. These are physio, changing & referee rooms, showers, toilets, and pitch entrance area along with 2 meeting rooms. These facilities are also part of the overall project at Winton Park in creating facilities for the town of Ardrossan that will include a new synthetic floodlight artificial surface with training equipment and modular changing rooms with areas to meet in. The 179
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP following information is taken from members of youth academy members past and present who are also inhabitants of the 3 towns. • A significant majority of AWRYA teams reported great difficulty in hiring training facilities and a pitch for home games in Ardrossan – none of the 15 teams plays in Ardrossan itself, the majority playing elsewhere in the Three Towns and 6 of the teams travelling as far as Kilwinning (6.2 miles), Irvine (8.6 miles) and Kilbirnie (11.1 miles) to play home matches. • All 15 Managers reported difficulties travelling to train or play home games - both logistically and in terms of costs, with lower turnouts when travel is involved as a result. • Significant expenditure (c £50-70k pa) is made by the AWYA teams outside of Ardrossan in facility bookings and ancillary spend whilst teams travel for home games and training – representing leakage from the local community. • There are no Astroturf facilities within the Three Towns that are suitable in size or surface to accommodate 11 aside league games on. • There is obvious under provision of facilities within Ardrossan and the Three Towns when mapped against those available in other North Ayrshire towns such as Kilwinning, Irvine, Dreghorn and Kilbirnie • Ardrossan contains significant pockets of deprivation with low income and poverty being a barrier to participation in sport, a factor which must inform our approach. 55% of Ardrossan’s population live within data zones within the worst 20% in Scotland and Winton Park itself is located in an area within the worst 2%. • The development of a new community asset would help give the AWRYA teams an identity and an affinity to the club and town – with a local survey establishing likely positive impacts on participation on sports and physical activity generally (92%), on pride in the area (90%) and on the health and wellbeing of people in the community (92%). 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities Project Outcomes 180
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP In developing the proposals we will deliver the following activities and outcomes within the local community • Develop and operate a sustainable 3G facility that is able to meet the requirements of the wider local community as well as the Ardrossan Winton Rovers Youth Academy for a safe, welcoming and accessible venue • To promote excellent physical and mental health through participation in football, sport and physical activity. • Enable more children and young people to engage in and enjoy positive sporting and diversionary activity. • Increase the number of players, coaches and clubs playing football and progressing through recognized national pathways. • Design and deliver specific programmes for a range of different groups within the community and link with related clubs and promote the new facility as a venue for local social and leisure events • Create employment and volunteering opportunities, developing skills for life, learning and work. The new roof protects the infrastructure contained within i.e. meeting rooms, toilets, changing rooms which will be used by the wider community. These facilities will required to be managed and therefore will create employment and volunteering opportunities. • To improve access to sport and physical activities facilities and environments. • Increase the level of community engagement with the Winton Park facility and establish a reputation for quality and good practice. • To promote a strong, resilient, sustainable, and supportive community which has pride in its achievements. AWR CIC recognize the need to ensure that the facility will offer real opportunities for children and young people to become engaged in football and other sporting activities at the facility - not only within their Club structure but also in the wider community. This is in line with Three Towns Locality Partnership objectives of regenerating community facilities, improving community well-being and increasing community engagement and pride. North Ayrshire Community Planning Partnership - Local Outcomes Improvement Plan The Community Planning Partnership for North Ayrshire are the body charged with ensuring life is "Fair for All" in North Ayrshire. The Improvement Plan has 4 priority areas: - A Working North Ayrshire 181
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP - A Healthier North Ayrshire - A Safer North Ayrshire - A Thriving North Ayrshire - Children and Young People Under the Healthier North Ayrshire Priority, the ambition is for all people who live in North Ayrshire to be able to have a safe, healthy and active life – this includes building on the strengths of local communities; promoting good physical and mental health and wellbeing; and supporting more people to be physically active and be at a healthy weight. Under the Safer North Ayrshire Priority, the ambition is for North Ayrshire to be a safer place to live, residents feel safer and communities are empowered - which includes supporting communities by an asset based approach. How does our application sit within the locality priorities: 1. Promoting the local economy and tourism Investing in the infrastructure at the facility will allow the CIC to host training, matches, football camps, festivals and community activities such as the Winton Fete, these events bring teams, fans, and tourists to the area, boosting local businesses. 2. Regenerating community facilities Winton Rovers Football club have been in existence for 125 years and are a much-loved local institution. They have become a Community Interest Company and have moved from a grass to a synthetic surface to promote usage, the facilities within the ground are available for use at a vastly reduced cost to every communtiy group within the 3 towns and the regeneration will allow use for generations to come. The regeneration will provide a community facility that local residents can be proud of, have ready access to and where cost and travel are no longer real barriers to participation 3. Increasing civic pride and community engagement The project will increase civic pride and community engagement by providing a sporting facility within the town that is of the highest possible standard, a facility that local people can be proud of. This will also lead to local people using the facility through a more active lifestyle and via the use of meeting rooms and community events that will take place within the new facility. The CIC will create a community user group that will lead on use, engagement and future planning. 182
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 4. Improving community wellbeing The new facilities will encourage the engagement of local people in a more active lifestyle through sporting activities and community activities such as football memories and other programmes that will promote not only better physical health but better mental health through combating social isolation and providing an inclusive environment where people can meet, feel welcome and be more involved. The availability of the Winton 3G facility will make it much easier for young people and adults to participate in the recommended level of physical activity per week. Improved self-esteem, confidence, self-efficacy and perceived competence result from long-term participation in sporting activities and team sports. The project will also work with local schools to use the appeal of sport within the education curriculum to engage disaffected pupils and improve academic performance and commitment to continuing education. 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. A professional firm of market researchers IBP Strategy & Research were employed to carry out a market research survey mid 2022 of Stakeholders & local residents re: attitudes to development proposals; and potential community impacts. 189 Responses were received, and Participants were asked to what extent do you think a project such as this would have an impact on the following things within Ardrossan and the immediate surrounding area? The findings were Across the board, a very substantial proportion of respondents indicated that they expected the project to have a positive impact on participation on sports and physical 183
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP activity generally (92%), on pride in the area (90%) and on the health and wellbeing of people in the community (92%). A smaller proportion indicated that they felt the project would have a substantial impact on reducing crime and anti-social behaviour in the area (73%), whilst 89% felt it would improve the quality of life generally. These very positive views were reflected across all identified demographic groups. We carried out a survey of the Youth academy teams at the time (mid 2022) with approx. 325 members. The survey showed the following responses: • No sheltered areas for non-playing staff/volunteers/subs/parents. Cold and wet days in Scotland can sometimes lead to people not bothering turning up. • Distance travelling frequently results in non-attendance - we see much better turn outs when we are local to Ardrossan • Some Girls can’t pay the expense so unfortunately miss out. It’s a real issue. • Travelling for home matches should not be happening, it is totally unacceptable a town the size of Ardrossan, kids cannot play or train in the town due to lack of appropriate decent facilities The administrators of these teams also commented when asked if they would like to see any other facilities on site. Answers included: • Modular dressing rooms and meeting space to meet up before and after games/training. • Areas to hold fundraising events and meetings with teams and parents. • Food and beverage machines or place to get snacks. • Some sort of shelter from the elements as the weather can be brutal particularly for non-playing people. • A boot room for the academy players to store their boots and equipment in. • Maybe a laundry area that could be on site so that teams can wash strips. • Better toilet facilities. 6. How will the project be managed? Please include: • How the finances will be managed • The finances will be saved in the CIC bank account, and we will hire an architect to manage the design and construction of the stand roof. This will 184
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP involve our architect certifying contractor payments that will then be followed by an invoice from the contractor to the club who will then release payments. We will use our accountants Anderson McDonald to manage all monies and to produce associated financial spreadsheets for the project to ensure prudent financial management. On top of this our board of directors will sign off any expenditure. • Does the proposed project contribute to volunteering or employment opportunities in Three Towns? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The replacement stand roof will add to the overall project, the facilities contained within will remain the responsibility of AWR CIC, they will ensure the maintenance of the standroof and the facilities contained within. AWR CIC will make the stand and facilities available on demand to the community at large and via ACSH. The overall project will Design and deliver specific programmes for a range of different groups within the community and link with related clubs and promote the new facility as a venue for local social and leisure events, create employment and volunteering opportunities, developing skills for life, learning and work. Improve access to sport and physical activities facilities and environments and increase the level of community engagement with the Winton Park facility and establish a reputation for quality and good practice. Which will create volunteering opportunities (6-10 positions), developing skills for life, learning and work along with full time positions (2-3). The replacement of the stand roof is a fundamental part of the overall projected allowing the protection as a roof to the structures underneath and therefore allowing AWR CIC to provide these facilities for community use and to compliment the wider project. 185
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 100,000 In the past the CIC received from NAC Ardrossan Common Good Fund 2019/20 - £2,000 towards Annual Fete 2023/24 - £4,000 towards Annual Fete Three Towns & Arran Community Benefit Fund 2021/22 - £3,900 for club refurbishment Feasibility 2023/24 - £1,969 towards Annual Fete RJ McLeod construction are currently carrying out in kind work at the ground as part of the groundworks in preparation for the placement of new changing rooms. Please give a breakdown of cost and recent quotations where appropriate. This project has been priced by McMillan Cronin architect, overall project which is expected to be between £115- £125,000. 186
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 187
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP With VAT Included at 20% of £104,770.00 = £29,540.00. Total project amount £134,310. Match funding will be provided from: The CIC £5,000. The CIC is VAT registered and will reclaim the VAT to reinvest in the project. 188
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Ardrossan Winton Rovers Community Interest Company will ensure an effective monitoring and evaluation programme is in place to provide the feedback necessary to allow us to run the facility effectively and secure the impacts we want to deliver for the community. This will include: Area What Will be Monitored Use of the facility Weekly recording of: • No of Games and Training Sessions Users • No of Players/Participants • % Occupancy levels in Peak and Off Peak periods Use of information to monitor uptake as per business plan projections and to identify excess demand / access problems Beneficiaries Weekly recording of sociodemographic information on participants including age, gender, residence, disability, protected characteristics. Use of information to test who is using facility, ensuring maximum penetration within local community; help guide marketing and promotion activity to underrepresented groups; and identify need for creation of specific initiatives to address any issues arising. Financial Sustainability • Monthly financial reports noting Peak and off peak income from facility hire; event income; grant revenue funding received – all against target • Monthly financial reports noting expenditure against budget. Use of information to monitor financial position, identify variances against budget and need to take remedial actions where required. Satisfaction Levels Quarterly surveys of facility users to gain feedback on services provided – from booking systems, access arrangements and affordability and use of spectator areas. 189
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP Use of information to address concerns and review any policies or procedures necessary to ensure safe, welcoming, affordable and accessible facility. Volunteering 6 monthly monitoring of: • Nos and Characteristics of volunteers; no of volunteer hours; types of volunteering opportunities • Questionnaires gathering information from volunteers on impact of these opportunities on skill levels, confidence, self-esteem and future aspirations. Use of information to ensure facility is creating opportunities which are vital to long term success and supporting the development of volunteers. Wider Community Use Monthly recording of amount and type of use by different groups within the community including social and leisure use e.g. walking football, by local schools, community sessions (e.g. unemployed groups, walking clubs, youth groups), boot camps, aerobics, coaching courses etc. Use of information to gauge level of wider use made of facility by community and associated satisfaction levels. Impacts Anticipate carrying out annual survey work with facility users/participants, member clubs, wider community clubs and other community users. Use of information to test if facility has: • improved access to pitches for training and home games and resolved current barriers. • increased participation levels for different groups • impacted positively on teams/participants affinity and association with Ardrossan and Winton • Impacts on participants physical and mental health and wellbeing Beyond this at the end of Year 3 we would anticipate commissioning a wider, independent community survey to establish: • resident’s perceptions of the facility. • how well it has been received by local people. 190
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP • the contribution it has made in terms of terms of increasing opportunities for participation in football wider physical activities, community use and in delivering health benefits. • and whether it has impacted on overall quality of life and pride in the community. 191
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